There is no unbiased device rep. That isn't a criticism — it's the job description. The problem is that most practices walk into a purchase decision without a counter-balance, so the loudest, most polished pitch wins.
Start with the business thesis
Before comparing platforms, write a single sentence: 'This device will generate ____ per month in gross profit by month ____, servicing ____ patients per week at an average ticket of ____.' If you cannot write that sentence, no device will save you.
The five-year cost model
Purchase price is the smallest line. Consumables, warranty renewals, service calls, training, and lost chair-hours during downtime are the real numbers. Model all five years side by side across every finalist.
In every negotiation we have run, the cheapest sticker price is almost never the lowest total cost. And the highest sticker price is rarely the highest total cost either.
Negotiate the contract, not the discount
Warranty length, consumable pricing lock, training credits, loaner terms, and trade-in language matter more than the headline number. Push there.