We've all heard the adage "Sex Sells." In retail home care, however, it is almost impossible. I don't care how you package them, adult diapers are not sexy. Bath aids are not sexy. And no matter how good the lighting is, there is nothing sexy about a brand-new three-in-one commode—regardless of how brushed the aluminum is or how inviting the seat may be.

Most people who come into our stores do not come to shop; they come to buy. They have one specific purchase in mind, and in most cases they do not even look at any other products. So if left alone, they will buy what they came to buy and leave when the transaction is complete.

Our goal should be to move beyond selling them that one particular item. We should take a more proactive approach to familiarize them with other items we offer. If we implement a few key ideas regarding store layout and sales strategies, we will be able to see stronger sales from the retail market.

I've heard the term "upselling" so frequently that I'm seriously considering sending a side of fries to anyone who e-mails me after reading this article. I don't want to upsell anything to anybody. Just the connotation of "Would you like fries with that?" cheapens the additional products we offer to help our patients during their waning years. We are not selling things to broaden their waist; we are providing ways for them to enhance their lives.

I do not want to add something to a patient's purchase that they do not need, cannot afford, or do not want. I will, however, gladly spend my day offering options to those who have needs and want solutions that I can provide.

Too often when I work with a company, I find the retail experience to be completely unfulfilling. I imagine myself in the buyer's diabetic shoes, as I walk through the aisles of dusty boxes of gauze, ancient tubes of Kentucky Jelly, and various sizes of Foleys—wondering if I'm going to be able to cheat the catheter gods before I leave this earth.

There are certain things our guests want to see, and certain things they do not want to see during their experience with us. If I'm shopping for something that is going to make me happy, like a lift chair or a shower chair, I don't want to be confronted with something that reminds me that I'm going to get even older.

People don't shop for catheters, they buy catheters. If we look at our business, we have products that customers need and products that customers would like. Certainly some people need a certain product, but others simply want one. It is easy to determine whether this is something a person wants or something a person needs. To make the determination process simple, just fill in the blank with your favorite item: "I've heard about _______, but I have never tried one. Are they on sale?" Try filling the blank with commodes, reachers, diapers, lift chairs, catheters, or seat cushions.

MAXIMUM SALES EFFECT

If we can divide the two product lines into two groups, then we can strategically place those products for maximum sales effect. Just as the grocery stores keep the milk in the back of the store, we should keep the essentials in the back as well. This way, when our customers enter the store, they must walk past the convenience items twice—maximizing exposure of point-of-sale displays.

In the rear of the store, the necessary items should be neatly stocked with limited quantities to keep the inventory fresh—and to provide room for other products. On the shelf under the item, it may be helpful to have a "Don't Forget _______" note to remind buyers about complementary products, much the way Amazon offers, "Customers who bought this item also bought … ." By reminding patients of accompanying items, we should be able to pick up a few more dollars per transaction.

Eric Kline

PERSONAL SERVICE

So many times we lose potential sales because we do not have someone on the sales floor ready to ask the right questions. Bath safety is of major interest to those at home with mobility issues. But even with this high level of importance, we sometimes stop short of trying to sell these items since they may not be covered by insurance.

Now more than ever, we are seeing two movements in the market. First, more people are retiring with extra money. Second, because they have extra money, they are becoming more involved in deciding where to spend their extra health care dollars. And now that they are more involved in their care, our retail responsibilities are going to move beyond filling an order brought in by a patient. We will have to move toward being more sales-centric.

Success in retail sales comes from asking questions, listening to the patient's answers, then offering a solution. By finding out what is in the patient's best interest, then providing that solution, we become sales-centric. In this industry, the goal of a salesperson should not be to sell a chair, sell a bed, or set someone up on oxygen. The only goal should be to provide that patient with all the options available that might offer a higher quality of life. We never want to put ourselves in a position where we are selling things people don't need, don't want, or cannot afford.

For another article on ADLs and showroom design, check out the April 07 issue article entitled Show Off Your Showroom by Ed Lemar.

OFFER OPTIONS

Just because Medicare does not cover some high-priced items, it does not mean we should not try to sell them. Conversely, we should not withhold items simply because the patient does not meet Medicare requirements. If the patient can afford it, needs it, or could use it, then why not provide it? Patients are more willing to pay for things that will make them more comfortable, so if you have not reviewed your cash-sale policy recently, I encourage you to do so. Try lay-away plans, 90 days same as cash, and store-branded credit cards.

The purpose of offering options is to provide comfort to patients when they are going home to rest or recuperate. The mind-set should be not to "sell." The idea is to offer options to help patients recapture the life they once had.

Eric Kline is the president of HME SalesPro and provides retail and field training to HME companies throughout America. He can be reached via e-mail: or at www.HMESalesPro.com.

Another Lift for Cash $ales

With more than 80% cash sales, vehicle lifts for scooters and wheelchairs may be a wise niche in a competitive bidding era.

HME Today recently chatted with Mike Shipka of Advanced Mobility of Texas Inc in Fort Worth/ Dallas. Advanced Mobility has been a vehicle modifier for more than 20 years, selling and installing wheelchair and scooter lifts for the Dallas-Fort Worth markets.

HME Today: Why don't you carry power chairs and/or mobility equipment?

Shipka: There are a lot of DME dealers that do sell chairs and scooters. If we did do that, it would make us their competition. If we were their competition, then the DME providers probably would not refer people to us because they might feel that they would lose that wheelchair or scooter sale. They would be afraid the customer would want to get the lift and their new wheelchair in one place. So we have decided to be their ally. That way, if somebody comes to us, and they need a power wheelchair or a scooter, we'll send them to a local DME—and we'll hope that they will do the same for us.

HME Today: Do auto manufacturers have rebate plans for new car owners who have a lift installed?

Shipka: Most of your big three—Chrysler, General Motors, and Ford—have a program. Toyota has a program. Honda just started a program last year. Along with Ford goes Volvo. Nissan still has one. Those are the main ones. Except for Chrysler, they all offer a $1,000 mobility rebate for adaptive equipment installed in the vehicle.

Typically, the customer can go online, or the dealer can provide them with the document to file with the mobility department at whatever manufacturer to get their rebate money back.

HME Today: What percentage of your wheelchair/scooter lift sales is cash?

Shipka: I would say probably 80% are cash sales. Insurance does not pay for lifts at all. For the other 20%, we fall back on either state or federal rehab programs, veterans programs, or things of that nature.

HME Today: How do you decide which brands to carry?

Shipka: A lot of it goes back to the support that we get back from the manufacturer—whether it's Bruno, Braun, VMI, or whoever it may be. We want to know that we are selling clients a first-quality type product so that if we do have problems, we are going to get good support from the manufacturer. Ultimately, we do this to serve the end user, the client. We are going to direct somebody toward a lift that serves them best as far as quality and reliability.

HME Today: How do you generate referrals?

Shipka: Many referrals come from simple yellow pages ads. We don't do many print ads. It is also mostly word of mouth from our clients. I'd say probably 70% of our business is word of mouth. There are so many physicians that you can't visit them all. We may stumble onto one here and there who is really interested in what we do, but for the most part, it is word of mouth.

HME Today: What do you think is the biggest misconception about the scooter/lift business?

Shipka: Customers assume that their insurance will pay for the lift, and it does not. When it comes from the manufacturer, customers are going to have to come up with the funds themselves unless they qualify for one of the state or federal assistance programs.

HME Today: What is the most important strategy for succeeding in the lift business?

Shipka: It is probably our customer service and 24-hour emergency service. If you were in a scooter that was the only way to get from your car to your house, and it does not work—you've got to have somebody you can call.

HME Today: How important is it to know a client's present and future diagnosis when selecting a lift?

Shipka: It is huge. Because with disability, it can change. Part of our job is evaluating vehicle needs based on what type of disease or ailment they have. If you put this product in now, is it going to work for them 6 months from now or a year from now? Or do you need to take a step to a different product that will get them through longer? So that's a bit part of what we do—evaluating what their needs might be a little down the road.