On a spreadsheet, switching your primary neurotoxin is the easiest decision in the building: the new product has a better loaded cost, you multiply by your annual volume, and there's the savings. In the real world, that same switch is an operations project that touches dosing protocols, injector muscle memory, patient communication, loyalty enrollment, and your rebate tier — and the practices that treat it as a purchasing decision tend to lose patients and rebate standing in the same quarter they "saved" money.
That doesn't mean don't switch. A genuinely better loaded cost, a duration advantage, or a stronger loyalty ecosystem can absolutely justify it. It means run it as a project with a plan, not as a new line on the order form.