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The article offers tips on how to successfully operate a retail business related to home medical equipment (HME). It mentions that HME retail industry promote businesses that focus on various aspects including home accessibility, mobility and women's health. It states that names of retail HME business should associate the type of products being offered to provide customer awareness. Topics of the article includes choosing suitable retail location, open hours and display of retail showrooms.

The article offers guidelines on how to successfully profit from retailing home medical equipment (HME) products in the U.S. It recommends removing or lessening Medicare to less than 30 percent of the business revenue, trying a business model that is totally diversified from the traditional business model of HME and to entrust the daily operation of the business to competent retail veterans. It offers guidelines on how to successfully transition from traditional HME business into a retail store.

The article focuses on the benchmarking ways in home medical equipment companies. It notes on the trends and numbers represent on how to benchmark operations which includes, comparing the days sale outstanding (DSO) to the national average and managing accounts receivable (A/R) aging averages. Moreover, it presents ways on benchmarking retails to promote showrooms into a frontend display of mobility and bath safety products for seniors, orthopedic products, and other health care related products.

Presents information on the results of the Retail Survey conducted by "HomeCare"periodical in 2001, to determine the retailing benchmarks of the home medical equipment (HME) industry in the U.S. Difference between HME retail showrooms and retail stores in other industries; Suggestion to increase sales-per customer and meet customer needs; Determination of the profitability of retail sales.

The article provides advice for businessmen, engaging in home medical equipment (HME), on how to be successful in the retail trade in the U.S. It is said that HME businessmen can improve their cash sales and profitability by doing several ways like having dedicated retail salespersons, remodeled showrooms, and front window displays, according to the result of HomeCare 2009 retail survey. It adds that one can improve retail sales by maximizing sales-per-customer and diversifying revenue mix.

The article focuses on the advantages of franchising home medical equipment (HME) business. The author says that the best way to jump into HME business is through implementing the best practices offered by a franchise system. The system is what makes a franchise both unique and successful. In franchising, the worst of times can be the best of times. INSET: How do vou create a franchise?.

The article offers guidelines to consider when retailing home medical equipment. Retail businesses must have physical locations that are highly visible, easy to access and convenient. They must have a showroom that prominently displays the product selection. Finally, retail businesses must creative when it comes to marketing and advertising.

The article reports on the benefits of selling home medical equipment (HME) retail. Medicare billing and referral source marketing are the two components that both traditional durable medical equipment and HME share. Retail HMEs report higher sales-per-customer, margins and profits by offering this complete product selection. INSET: How Do You Process Your HME Rentals?.

The article offers suggestions for home health care (HHC) business owners on transitioning from the reimbursement business model to a retail business model. It stresses the importance of location, advising HHC to follow the expansion route of drug chains, and recommends merchandising to close sales. It also suggests hiring retail sales people instead of health care professionals and to keep on advertising.

The article presents information on locations for retail HME businesses. There are two retail scenarios for HME businesses including a traditional for Medicare-based businesses and another with pure retail strip centers. It is suggested that a retail HME can identify ideal demographics and target other retail chains by appealing to those same demographics.

The author discusses the importance for home health care (HHC) stores to offer exceptional customer service and specialty production options to ensure the success of their sales performance. He offers insight on the ideal elements of a product package, which is comprised of customer education, demonstration, and warranty. The author also emphasizes the need for HHCs to educate their sales people about superior customer service combined with complete product selection to be successful.

The article focuses on the recommendations of Bob Weir, a surveyor for two accrediting organizations, to obtain retail business license of home medical equipment (HME). It informs that the stores need to be in compliance with departmental norms for issues including fire extinguishers, exit signs and smoke detectors. It also mentions the need to document employee files containing employment details and employee's personal information.

In this article, the author discusses five mistakes which the home medical equipment (HME) retailers commit including non-retail location, infrequent advertising and no profit sale. He mentions that business location must be highly visible and easily accessible to have a successful retail showroom. He suggests for advertising weekly for one month in print or two weeks every month on radio or television.

The author focuses on the retailing of home medical equipment (HME)/ durable medical equipment (DME). He mentions about the upgradation of reimbursable products by HME/DME retailers. He highlights the necessity of Medicare among HME retailers to offer best products and equipment to users for their medical condition. He discusses the HME businesses that enable salespeople to greet and service customers.

The article discusses the components of home medical equipments (HME) which have been changed for retail home health care (HHC). It states that reimbursement-driven HMEs were located in industrial or commercial zones but retail HMEs will be located in shopping centers, medical malls and busy retail strips. It further states that marketing for HMEs were based on hospital discharge planners and physicians but for retail HMEs it fully depends on chain pharmacists.

A personal narrative is presented which explores the author's insights regarding the issue of aging and how aging people became obsolete in the society.

The article provides insights on how to operate a new home medical equipment (HME) retail store in the U.S. It advises HME providers to hire retail salespeople and train them on HME and how to use retail adjacencies. It also recommends them to create a back-up system for answering telephones and to assign billing staff to process the intake.

The article reports on the issue of mix retail and third-party percentages or complete elimination of Medicare reimbursement in the home medical equipment (HME) industry in the U.S. in 2011. It notes the expansion of many veteran Part B providers into retail HME using a hub-and-spoke system. It mentions that retail locations sell retail products at retail pricing whereas the Medicare locations provide for Medicare reimbursable products.

The article discusses the author's views on profitability of home medical equipment (HME) retailers. It notes on the factors that affect the success of a retail HME business including insurance, sales personnel, advertisement and location. It suggests that HME retail business must train its personnel to give 100 percent focus on every customer in the store.

The article presents the author's knowledge about the concept of retail trading of home medical equipment (HME) in the U.S. It highlights the goal in retail by keeping customers in the store longer and getting them to touch, try and buy the products. He explains the issue on the retail HME location, suggesting retail chain pharmacy as the largest crossover from a retail business to an HME. He outlines the involvement of the majority of staff in the reimbursement tasks in a traditional HME.