Should You Buy That Device?

A structured analytical framework for evaluating medical aesthetic device acquisitions. Work through it with a real device you're considering and come out with a defensible go/no-go decision backed by numbers, not sales pitches.

Start Learning

1 The Business Case — Why Are You Even Looking?

Force honest articulation of the actual problem before any device-specific analysis begins.

1.1 The Trigger That Started This

Identify whether this device consideration was driven by a real need or a push from outside.

1.2 Defining the Problem This Device Solves

Translate device interest into a specific, measurable business problem.

1.3 Is a New Device Even the Right Solution?

Verify that a device is actually the best way to address the problem.

1.4 Who Needs to Be at the Table

Map every stakeholder who will be affected by this device.

2 Functional and Technical Requirements

Define exactly what the device needs to do clinically, and what it demands operationally.

2.1 What Does This Device Need to Do?

Translate the business problem into specific clinical capabilities.

2.2 The Technical Reality

Power, space, cooling, maintenance, training, software, lifespan.

2.3 Separating Evidence from Marketing

How to evaluate clinical claims without getting sold a narrative.

2.4 The Consumables Trap

The purchase price is the down payment. Consumables are the real cost.

3 Your Current Capacity — What Can You Actually Absorb?

Establish the hard constraints before modeling revenue.

3.1 Mapping Your Current Utilization

Room utilization vs practitioner utilization. The 'busy but not full' problem.

3.2 Available Capacity — Where Does This Device Fit?

Net available slots without displacing existing revenue.

3.3 Cannibalization vs Diversification — The Critical Question

The Cannibalization Matrix: will this device bring new revenue or redistribute existing revenue?

3.4 The Demand Question — Do Your Clients Actually Want This?

Validate demand before committing capital.

4 Revenue Modeling and Terminal Velocity

Build the realistic revenue projection. The absolute ceiling this device can generate.

4.1 The Terminal Velocity Concept

The maximum revenue this device can generate given your specific constraints.

4.2 Building a Realistic Revenue Projection

36-month model with ramp-up curve and three scenarios.

4.3 The Marketing Investment Nobody Budgets For

A device in a room generates zero revenue. You need to sell it.

5 The Full Cost Model and Break-Even

Build the complete cost picture and calculate the real break-even point.

5.1 Total Cost of Ownership — The Real Number

7-category TCO framework over 3 and 5 years.

5.2 Break-Even Analysis — When Do You Get Your Money Back?

The real break-even, not the manufacturer's version.

5.3 Financing Structures and What They Actually Cost

Lease vs buy, Canadian CCA, interest rate comparison.

5.4 Opportunity Cost — What Else Could This Money Do?

Is this the best use of capital right now?

6 The Decision Framework — Go, No-Go, and Exit Planning

Synthesize all analysis into a decision and pre-define exit criteria.

6.1 Assembling the Decision Package

The One-Page Device Decision Summary template.

6.2 Negotiating from Strength

If the decision is go, negotiate from knowledge, not wanting.

6.3 The Pin-Pulling Point — When to Cut Your Losses

Pre-defined exit criteria and review protocol.

6.4 Post-Acquisition Monitoring — What to Track and When

Monthly tracking metrics, review cadence, warning signs and success signals.

Course Overview

6 modules
23 lessons
Moderate complexity

For Employees For Clinic Owners For Suppliers

Could Save You $$$ Gaslighting-Free We've Seen The Contracts Original Methodology