Pricing and Billing Corporate Health Packages in Bangladesh

A walk-in patient pays today. A factory pays in thirty days, or sixty, after somebody in accounts has matched your statement against their own roster. That single difference is what centres get wrong when they move into corporate work: they price at a discount to counter rates, then finance the discount for two months.

Build the package around the contract, not the price list

Corporate packages are negotiated per employer, and the rate for a test in a 900-worker campaign is not your counter price. Hold those agreed rates against the contract itself, so that whoever bills the campaign uses the price that was agreed and not the one on the wall. Where a rate has not been agreed for a test, the counter price should apply — but you should know that is happening rather than discover it in the statement.

Decide the absentee rule in writing

This is the single most common dispute in factory screening. The roster says 800; 640 turned up. Do you bill 800 or 640? Both are defensible and both are used. What is not defensible is deciding after the campaign, when your answer will look like it was chosen to suit your invoice. Agree it at contract stage, in one sentence.

• Per worker screened — simplest to defend, and the factory pays for what it received.
• Per worker on the roster — protects you against a factory that fails to release workers, and pushes them to organise attendance.
• A minimum campaign value with a per-head rate above it — the middle ground where a small camp still covers your team's day.

Cost the day, not just the tests

A camp consumes a phlebotomist, a technologist, a physician's time, transport, consumables and a vehicle — usually on a day when those people would otherwise have been earning at the centre. Pricing at reagent cost plus a margin will produce a contract that looks profitable per test and loses money per day. The number that matters is what the campaign earned against what the team would have earned at the counter.

One statement, not eight hundred invoices

Corporate dues should be raised against the employer as a single statement per campaign, with its own due date, and tracked as receivables. Issuing individual patient invoices for workers who will never pay them mixes uncollectable paper into your patient billing and makes the day's collection report meaningless.

Keeping corporate receivables out of the daily cash book matters for the same reason. On a cash basis your profit and loss should show what came in; a factory's unpaid statement is not income, and a centre that lets it look like income will find the shortfall at the end of the quarter.

Chase early, chase with the evidence

Factory accounts departments pay against documentation, not reminders. A statement that arrives with the attendance count, the worker-by-test sheet and the certificates already delivered gets processed; one that arrives alone waits for a query. Send it in the same week as the camp, while the compliance manager still remembers the day.

SihatSuite holds per-test contract rates against each employer contract, produces one statement per campaign with its own due date, and tracks corporate receivables separately from the cash-basis profit and loss — so a factory's outstanding balance never quietly reads as income.

Related resources

• Corporate health screening software
• RMG worker health check software
• Running a worker health camp
• Pricing