Any lab that isn't run by morons who want to get fined into oblivion has stopped giving these away for free by now.
Whoa Nelly! Positive ROI? I think we’re getting a little ahead of ourselves. IF LCA buys Pathinc, then money has to come out of a divisional budget. Even though the days of paying 3-4 times multiple are over, LCA will still pay x2 of current revenues for this lab.
Then, if you back out the typical 10-20% client attrition that follows lab acquisitions then ROI becomes a trickier proposition. I personally think it will be a higher %, since Pathinc has been selling against LCA, so their clients will most likely be entertaining proposals from other labs.
Key accounts could be in near to mid-term jeopardy, since they (hypothetically) would have been given IOPs, promised expensive interfaces and collection supplies that fall outside the tight compliance of LCA.
The SpiraBrush could also be an issue to ROI. (Hypothetically) Very large OBGYN accounts that were closed by Pathinc due to fact that LCA thought this collection device was too expensive. Will LCA pick up this additional hit to their ROI, or will these clients be told to purchase them directly from the company?
There are also expenses for assimilation; standardizing IT, testing/technical processes and personnel.
Another risk to ROI would be the lack or complete financial due diligence. Unearthed expenses and potential low-margined books of revenue could be missed. Low margin revenue (especially lots of it) is a lab killer.
So, even while the LCA brain trust is strategizing on getting lost attrition-accounts back, they are planning on paying 2-3 times more for those books of business (more than the actual retained revenue).
ALL that money spent on trying to realize an ROI could potentially be used more effectively. Maybe, like, taking over the CLIA license of the local hospital outreach programs, or other affiliation agreements which will take hospital ownership out of untouchable physician accounts. OR, infrastructure investments in their current hubs.
I’m not saying that none of this has not been considered. Just saying not all acquisitions are neither profitable nor strategic.
Well it is obvious that you love to argue over nothing, and you have too much time on your hands.If you don’t know my position by now, then you’re either not that smart, or you’re emotional IQ is so low, you get all blustery and florid-faced rendering you unable to comprehend text. Quite baffling really.
What makes this deal any different than the others and why are you bothered by it? What have you got to lose? Please don't say it's because you are so concerned about a corporation who could give less than a damn about you.Is it really that difficult for you, and why would you be concerned about why I’m concerned? Quit the obsession with me. It’s really creepy.
If key accounts are in jeopardy, it is because you can't sell.:::Scratching my head::: WHAT? That doesn’t even make sense. You mean because I can’t retain business?
Besides, everybody knows that you are a glorified babysitter, babysitting accounts purchased through acquisitions.Ooohhh. My bad. You think I’m a Labcorp client retention specialist … KAE… Territory Manager. Boy is my face red. You got me little fella. Glorified baby sitter. Another Zinger!
The only way you are going to get "lost attrition accounts" back is to acquire the labs that they fled to. And then the cycle will repeat itself.NO! No, no. Wrong! Not the only way to get a lost account back post acquisition.
You have spread so much misinformation on this board – that you actually SUBTRACT from the total sum of human knowledge.
Well it is obvious that you love to argue over nothing, and you have too much time on your hands.If you don’t know my position by now, then you’re either not that smart, or you’re emotional IQ is so low, you get all blustery and florid-faced rendering you unable to comprehend text. Quite baffling really.
What makes this deal any different than the others and why are you bothered by it? What have you got to lose? Please don't say it's because you are so concerned about a corporation who could give less than a damn about you.Is it really that difficult for you, and why would you be concerned about why I’m concerned? Quit the obsession with me. It’s really creepy.
If key accounts are in jeopardy, it is because you can't sell.:::Scratching my head::: WHAT? That doesn’t even make sense. You mean because I can’t retain business?
Besides, everybody knows that you are a glorified babysitter, babysitting accounts purchased through acquisitions.Ooohhh. My bad. You think I’m a Labcorp client retention specialist … KAE… Territory Manager. Boy is my face red. You got me little fella. Glorified baby sitter. Another Zinger!
The only way you are going to get "lost attrition accounts" back is to acquire the labs that they fled to. And then the cycle will repeat itself.NO! No, no. Wrong! Not the only way to get a lost account back post acquisition.
You have spread so much misinformation on this board – that you actually SUBTRACT from the total sum of human knowledge.
Does everything have to be spelled out to you?
Listen yahoo, retaining business, convincing a client to try a new test or service, to stay with or come back to LCA, or anybody that you know what you are talking about it is all a part of selling.
And to reiterate, there may be other ways of regaining lost business, but not for LCA. LCA purchases their req's through acquisitions. When clients leave, they most likely go with their sales reps, who don't want to get screwed over by the LCA compensation (have you figured it out yet?) package. Capisce?
Does everything have to be spelled out to you?
Listen yahoo, retaining business, convincing a client to try a new test or service, to stay with or come back to LCA, or anybody that you know what you are talking about it is all a part of selling.Maybe it’s your inability to form a proper sentence, or your misspelling of things out to me. Either way, you are now trying to parse the meaning of “selling” in order to save face. Sure. In a sense, all client touch-points are selling. A distribution manager working out a pick-up time with a client is selling.
However, once again, you’re either clumsily or purposely avoiding context. Context: We were discussing attrition (losing customers due to acquisition complications). These clients do not leave and/or in jeopardy due to the KAE’s inability to upsell testing If key accounts are in jeopardy due to an acquisition, we are talking about inveterate, systemic and cultural issues (for the most part). So, anyway you try to spin this, when you say these key accounts are in jeopardy because “I can’t sell” tells me you’ve never been through an acquisition and might not even work in this industry.
And to reiterate, there may be other ways of regaining lost business, but not for LCA. LCA purchases their req's through acquisitions.This is both illogical and untrue. Yes, even though LCA purchased a lab and then lost accounts from that lab, they can win those clients back. Again I have to insert “context” for you. As I mentioned, losing accounts and then bringing them back is an additional cost associated with an acquisition and cuts into the ROI. Bringing a new account back on board, opposed to saving it in the first place, is a costly proposition.
When clients leave, they most likely go with their sales reps, who don't want to get screwed over by the LCA compensation (have you figured it out yet?) package. Capisce?NO! No capisce! I had already covered this as part of “attrition.” What are you trying to say … LCA can’t re-gain clients because these clients followed their sales reps to another lab; sales reps that were screwed over by LCA’s compensation? Doogie, you’re all over the place.
Does everything have to be spelled out to you?
Listen yahoo, retaining business, convincing a client to try sa new test or service, to stay with or come back to LCA, or anybody that you know what you are talking about it is all a part of selling.Maybe it’s your inability to form a proper sentence, or your misspelling of things out to me. Either way, you are now trying to parse the meaning of “selling” in order to save face. Sure. In a sense, all client touch-points are selling. A distribution manager working out a pick-up time with a client is selling.
However, once again, you’re either clumsily or purposely avoiding context. Context: We were discussing attrition (losing customers due to acquisition complications). These clients do not leave and/or in jeopardy due to the KAE’s inability to upsell testing If key accounts are in jeopardy due to an acquisition, we are talking about inveterate, systemic and cultural issues (for the most part). So, anyway you try to spin this, when you say these key accounts are in jeopardy because “I can’t sell” tells me you’ve never been through an acquisition and might not even work in this industry.
And to reiterate, there may be other ways of regaining lost business, but not for LCA. LCA purchases their req's through acquisitions.This is both illogical and untrue. Yes, even though LCA purchased a lab and then lost accounts from that lab, they can win those clients back. Again I have to insert “context” for you. As I mentioned, losing accounts and then bringing them back is an additional cost associated with an acquisition and cuts into the ROI. Bringing a new account back on board, opposed to saving it in the first place, is a costly proposition.
When clients leave, they most likely go with their sales reps, who don't want to get screwed over by the LCA compensation (have you figured it out yet?) package. Capisce?NO! No capisce! I had already covered this as part of “attrition.” What are you trying to say … LCA can’t re-gain clients because these clientsKep followed their sales reps to another lab; sales reps that were screwed over by LCA’s compensation? Doogie, you’re all over the place.[/
Just keeping it real. But then again, you are so full of "fresh" ideas. Lets see how they work.
Does everything have to be spelled out to you?
Listen yahoo, retaining business, convincing a client to try a new test or service, to stay with or come back to LCA, or anybody that you know what you are talking about it is all a part of selling.Maybe it’s your inability to form a proper sentence, or your misspelling of things out to me. Either way, you are now trying to parse the meaning of “selling” in order to save face. Sure. In a sense, all client touch-points are selling. A distribution manager working out a pick-up time with a client is selling.
However, once again, you’re either clumsily or purposely avoiding context. Context: We were discussing attrition (losing customers due to acquisition complications). These clients do not leave and/or in jeopardy due to the KAE’s inability to upsell testing If key accounts are in jeopardy due to an acquisition, we are talking about inveterate, systemic and cultural issues (for the most part). So, anyway you try to spin this, when you say these key accounts are in jeopardy because “I can’t sell” tells me you’ve never been through an acquisition and might not even work in this industry.
And to reiterate, there may be other ways of regaining lost business, but not for LCA. LCA purchases their req's through acquisitions.This is both illogical and untrue. Yes, even though LCA purchased a lab and then lost accounts from that lab, they can win those clients back. Again I have to insert “context” for you. As I mentioned, losing accounts and then bringing them back is an additional cost associated with an acquisition and cuts into the ROI. Bringing a new account back on board, opposed to saving it in the first place, is a costly proposition.
When clients leave, they most likely go with their sales reps, who don't want to get screwed over by the LCA compensation (have you figured it out yet?) package. Capisce?NO! No capisce! I had already covered this as part of “attrition.” What are you trying to say … LCA can’t re-gain clients because these clients followed their sales reps to another lab; sales reps that were screwed over by LCA’s compensation? Doogie, you’re all over the place.
Just keeping it real. But then again, you are so full of fresh new ideas. How is that working for you?
Does everything have to be spelled out to you?
Listen yahoo, retaining business, convincing a client to try a new test or service, to stay with or come back to LCA, or anybody that you know what you are talking about it is all a part of selling.Maybe it’s your inability to form a proper sentence, or your misspelling of things out to me. Either way, you are now trying to parse the meaning of “selling” in order to save face. Sure. In a sense, all client touch-points are selling. A distribution manager working out a pick-up time with a client is selling.
However, once again, you’re either clumsily or purposely avoiding context. Context: We were discussing attrition (losing customers due to acquisition complications). These clients do not leave and/or in jeopardy due to the KAE’s inability to upsell testing If key accounts are in jeopardy due to an acquisition, we are talking about inveterate, systemic and cultural issues (for the most part). So, anyway you try to spin this, when you say these key accounts are in jeopardy because “I can’t sell” tells me you’ve never been through an acquisition and might not even work in this industry.
And to reiterate, there may be other ways of regaining lost business, but not for LCA. LCA purchases their req's through acquisitions.This is both illogical and untrue. Yes, even though LCA purchased a lab and then lost accounts from that lab, they can win those clients back. Again I have to insert “context” for you. As I mentioned, losing accounts and then bringing them back is an additional cost associated with an acquisition and cuts into the ROI. Bringing a new account back on board, opposed to saving it in the first place, is a costly proposition.
When clients leave, they most likely go with their sales reps, who don't want to get screwed over by the LCA compensation (have you figured it out yet?) package. Capisce?
Just keeping it real. But then again, you are so full of fresh new ideas. How is that working for you?
My fresh new ideas have worked well for me in my personal and professional life. Thank you for asking.
Does everything have to be spelled out to you?
Listen yahoo, retaining business, convincing a client to try a new test or service, to stay with or come back to LCA, or anybody that you know what you are talking about it is all a part of selling.Maybe it’s your inability to form a proper sentence, or your misspelling of things out to me. Either way, you are now trying to parse the meaning of “selling” in order to save face. Sure. In a sense, all client touch-points are selling. A distribution manager working out a pick-up time with a client is selling.
However, once again, you’re either clumsily or purposely avoiding context. Context: We were discussing attrition (losing customers due to acquisition complications). These clients do not leave and/or in jeopardy due to the KAE’s inability to upsell testing If key accounts are in jeopardy due to an acquisition, we are talking about inveterate, systemic and cultural issues (for the most part). So, anyway you try to spin this, when you say these key accounts are in jeopardy because “I can’t sell” tells me you’ve never been through an acquisition and might not even work in this industry.
And to reiterate, there may be other ways of regaining lost business, but not for LCA. LCA purchases their req's through acquisitions.This is both illogical and untrue. Yes, even though LCA purchased a lab and then lost accounts from that lab, they can win those clients back. Again I have to insert “context” for you. As I mentioned, losing accounts and then bringing them back is an additional cost associated with an acquisition and cuts into the ROI. Bringing a new account back on board, opposed to saving it in the first place, is a costly proposition.
My fresh new ideas have worked well for me in my personal and professional life. Thank you for asking.
And thank you for belaboring the obvious.
This thread is ridiculous. The purchase being stated is nothing more than company sales making false claims. Scare tactics that make you feel good about yourself for five minutes. Please, either show proof of the sale or stop writing.
Clients will complain that they can't speak to the same cytotech anymore....and the beat goes on...time to get your resume out before the hammer smashes you.
When will cytology move to Torrance?
Corporate has no clue of her sorry ass mgmt. style
