"En annen sak han nevnte er at det går med såpass mye ressurser til oppfølging av de som skal bruke/ bruker scoopene at direkte salgsvirksomhet av nye enheter ikke får den prioritet som ønskelig."

Dette har vel Schneider snakket om på flere kvartalspresentasjoner?

Her er uansett noe av det han sa om det på q3:
" So historically, what we -- what I know about the way we have placed scopes is, we have placed wherever we could in low-hanging fruit. And they may or may not been the best places. And then we had turnover in the sales force, so scopes were going -- placed, but then weren't being used.

One of the major initiatives Geoff Coy has right now is going through every institution and finding out if that scope is not delivering the number of kits or number of patients we expect it to have to churn the patients."

" So we're constantly looking for efficient ways to help the physicians so we can churn more patients, more kits per scope. But we do look at it very closely and the pressure. And that's part of what the CSS', the Clinical Support Specialists role is, is to increase the patients and the physicians using a scope, to increase that volume going through per scope. And it doesn't do them any good to have a $125,000 piece of equipment, and it sits in a room with dust. So we're all over that.

And I think the other part, just add one more is, we're much more methodical. We've been much more methodical in the last year. When we start a new account -- in the past, we'd start a new account, thing would get placed, we'd be like, great, magic will happen, it doesn't. It just doesn't. You have to be in those accounts constantly. And I'll explain why the CSS, again, is important in this.

So you have to be in accounts constantly. You've got to make sure you set those accounts up correctly. As I said, the patient comes in that door, from the time they go in the door to the time they leave, every person who touches them in that hospital has to know what the process is, from the entry nurse who takes down their name and puts them in the system to the preop nurses who are putting in installation to the -- perhaps the nurses in the waiting room waiting with them till they are brought into the OR. There's time elements to all this through the procedure, then on discharge and then out the door. That has to be very, very methodically processed through.

So this is where the CSSs come in and why they're so important. That takes a lot of time. And you can imagine, from a surgical sales executive who's out there trying to sell, trying to get the champions, trying to get to the C-suite, trying to get to the capital equipment guys, if they're sitting in a hospital all day long, sitting through 4 or 5 cases, they can't sell anymore. So we've got them sitting -- and they're just trying to work process.

So these CSSs we brought in are there to do that. They're there to make sure process is always moving, that if nurse Anne goes down, nurse Mary is there to pick right up where the process let off and keep going. Where it goes wrong is where not everyone is informed. And so we are very, very methodical, very, very deliberate now in how we set up our accounts and then make sure the process goes the way we expect it to go."


Dette er forøvrig det han sa om guidingen:
" So it still remains today at USD 20 million to USD 25 million for next year 2020. It's still a significant growth rate for the U.S., but we believe it's an achievable growth rate. So if we decide to make a future prediction, it'll come probably first quarter next year of guidance going out further than that, but we're looking at the numbers very closely. "

https://finance.yahoo.com/news/edited-transcript-pho-ol-earnings-215314830.html