Aura Business carries a capital imaging sale through the months it really takes: the committee and the tender, site preparation before the machine can arrive, a staged installation, and then a contract where downtime is measured and the customer is entitled to notice it.
An imaging system is one of the largest single purchases a hospital or diagnostic centre makes. The decision involves a radiologist, a biomedical engineer, a finance head and a committee, it often runs through a tender, and it can take the better part of a year. Software for imaging equipment dealers has to keep a pipeline alive across that span, hold every quotation revision, and remember that the machine cannot be delivered until a room, a power supply and the site works are ready.
After handover the economics invert. The contract on a high-value system is a serious annual sum, the customer is losing scan revenue for every hour the machine is down, and expensive assemblies are usually carved out of the cover by name. Aura Business tracks the installed system by serial and site, runs preventive visits against it, records response and resolution on every breakdown, and reports what a contract actually cost you to honour.
Capital imaging punishes both a slow sales process and a vague service promise, and the same dealership usually has one of each.
A committee postpones twice, the rep moves on, and a serious opportunity disappears from view without ever being lost.
The order is signed and the machine is ready, but the room, the power and the civil work were never scheduled against a date.
Several people, several visits and a manufacturer engineer, coordinated in a chat group with no record of what was completed.
The customer says the system was down for days, you say hours, and neither side has a timestamped record.
A high-value assembly excluded from the contract is replaced anyway, because the exclusion lives in a signed copy nobody reads.
The annual value is known, the visits and parts consumed under it are not, so renewals are priced on habit.
The account holds the radiologist, the biomedical head, the purchase officer and the committee dates, with visits logged by the rep.
Quotation versions, a tender submission where applicable, and the configuration that was finally approved, all on the account.
Site readiness is raised as its own set of jobs with dates, so despatch follows the room rather than the other way round.
Installation, acceptance testing and user orientation are completed as job cards with photos and signatures.
The serial enters the installed base with its site, warranty end date and the exclusions that will apply under contract.
Breakdown calls are timestamped, an engineer with the right skill is dispatched, and response and resolution are measured against the agreement.
Contract profitability shows the visits and parts consumed, so the next comprehensive offer is based on this machine's history.
Workflow: The account carries the committee schedule and a next action date, so the reminder fires with the latest quotation version attached.
Result: You are on the agenda when it finally meets.
Workflow: Site readiness jobs cover the civil work, power and access, and despatch is scheduled only once they are signed off.
Result: No machine waiting in a corridor and no idle installation team.
Workflow: Call intake, dispatch, arrival and job completion are timestamped on the job card, and the SLA on the contract is compared against them.
Result: A conversation about facts rather than impressions.
Workflow: Contract profitability shows what the last year of visits and parts on that serial number actually cost.
Result: A comprehensive offer that is not a guess.
Few sales a year, each worth a year of service revenue.
Higher volume, site works and licences still involved.
Many systems across clinics, probes as the running cost.
Servicing systems sold by somebody else.
Where service history and uptime are the whole proposition.
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Yes. Opportunities carry their own stages and next action dates, visits and quotation versions stay on the hospital account, and committee or tender dates drive the reminders, so a slow deal is followed rather than aged out.
Site readiness is raised as scheduled jobs against the order, with an engineer, a date and photo evidence on completion. Despatch is planned against those jobs, so the machine arrives when the room can take it.
The service call records intake, dispatch, arrival and completion with timestamps, and the SLA definition on the contract states what was promised. The comparison is on the record rather than in anyone's memory. See what an SLA means.
Inclusions and exclusions are held on the contract record, so when a call arrives the service desk can see immediately whether that assembly is covered before an engineer commits anything to the customer.
Yes, separately. Some imaging dealers resell or bundle a picture archive and viewer with the system. That product is AuraPACS, which stores, displays and shares studies; the reading is done by the centre's own radiologist.
Yes. Skill-based technician allocation means a call on a particular modality is routed to an engineer trained on it, and the dispatch board shows the schedule and route for the day.
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