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Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
Presentation on Intuitive Robotics
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Presentation on Intuitive Robotics

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Final project for information systems and strategy classes at Boston University School of Management, discussing how Intuitive Robotic\'s DaVinci machine is positioned for success in the future.

Final project for information systems and strategy classes at Boston University School of Management, discussing how Intuitive Robotic\'s DaVinci machine is positioned for success in the future.

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  • 1. Intuitive Surgical<br />Team 4:<br />Asad Butt<br />Cristina Pedroza<br />Dinesh Kurian<br />EszterHamori<br />Joel Samen<br />
  • 2. What is the da Vinci Robot?<br />
  • 3. Agenda<br />Intuitive<br />Industry<br />Analysis<br />Outlook<br />Recommendations<br />Pictures of the da Vinci robot were borrowed from the Intuitive website.<br />
  • 4. Da Vinci as a Disruptive Technology<br />Performance<br />Minimally invasive surgery, or conventional MIS<br />Traditional, open surgery<br />Time<br />Now<br />
  • 5. Intuitive’s (Relatively) Quick Ascent<br />Today<br />1980s<br />1999<br />2000<br />FDA Approved; First Robot for Laparoscopic Surgery<br />Prototype Developed by Stanford for a U.S. Army Contract<br />More Than 1,676 Units Installed in More Than 1,500 Centers Worldwide<br />Introduced da Vinci Robot<br />http://www.intuitivesurgical.com.<br />
  • 6. Intuitive’s Solid Financial Growth<br />NASDAQ<br />Intuitive Surgical<br />* 2010/2009<br />Source: ww.sec.gov<br />
  • 7. Agenda<br />Intuitive<br />Industry<br />Analysis<br />Outlook<br />Recommendations<br />
  • 8. Intuitive isthe Industry<br />Bargaining Power of Suppliers<br />Bargaining Power of Customers<br />Threat of New Entrants<br />Threat of Substitute Products<br />Competitive Rivalry in Industry<br />Low Threat<br />Heavy Competition Between Part Makers<br />Intuitive Builds Robots Itself<br />Medium Threat<br />Hospitals Can Stick with Traditional Surgery<br />High Cost of Machines a Consideration<br />Medium Threat<br />Competitors Entering Soon<br />Opportunity for Intuitive to Further Differentiate<br />High Threat<br />Many Surgeons Prefer Tradition<br />LaparoscopicStill an Option<br />Very Low Threat<br />No Other FDA Approved Surgical Robot in Market Currently<br />
  • 9. Agenda<br />Intuitive<br />Industry<br />Analysis<br />Outlook<br />Recommendations<br />
  • 10. The Early Bird Catches the Worm<br />Channel and Location<br />Input<br />Cardica (CRDC)<br />Luna Technologies, Inc.<br />Capacity<br />Not Available to Many New Entrants<br />Swiss Precision Machining<br />High Tech<br />Capital Intensive<br />Once in a Hospital, No Room for Another Robotic Surgical Platform<br />
  • 11. The of Learning<br />…<br />Surgical Procedures<br />Learning Curve<br />Endometrial Cancer – case-matched control study (122 patients)<br />40 min. decrease in average operating time<br />61% less blood loss<br />53% reduction days in hospital<br />Value of Data<br />Teaching/Learning/Best Practices<br />http://seekingalpha.com/article/264371-intuitive-surgical-s-ceo-discusses-q1-2011-results-earnings-call-transcript<br />
  • 12. ...Also Takes Place at Home<br />Manufacturing Process<br />Managing Efficiency<br />Cellular layout: continues flow assembly line<br />Sub-assembled parts delivered to WIP stations<br />Eliminating stock room<br />Kanban implementation <br />Web based B2B replenishments systems  CRM integration<br />http://www.themanufacturer.com/us/profile1848/Intuitive_Surgical<br />
  • 13. Building a Reputation<br />Second-Order<br />First-Order<br />http://leeds-faculty.colorado.edu/madigan/4820/Presentations%202010/2009%20Examples/ISRG%20final%20draft.pdf<br />
  • 14. Spending Money to Make Money<br />Millions Spent Creating and Marketing da Vinci<br />To Leverage Costs:<br />Continue to Innovate<br />Prevent Incumbent Inertia<br />Development of Key Technologies<br />Education of Buyers<br />Developing Supporting Infrastructure<br />Investing in Complementary Products<br />Maintain Product Leadership<br />Create Lock-In<br />
  • 15. Team Practice Makes Perfect<br />Edmondson et al. Speeding up team learning. Harvard Business Review (2001) vol. 79 (9) pp. 125-134<br />
  • 16. Intuitive’s First Mover Uncertainties<br />New Market<br />More Technically Capable New Entrant<br />Highly Uncertain Demand<br />High Cost of New Technology<br />Excess Capacity?<br />Current Capacity vs. New Products?<br />Inputs for Ultrasounds and EKG<br /> 3D Displays,<br />High-Tech Console<br />
  • 17. Agenda<br />Intuitive<br />Industry<br />Analysis<br />Outlook<br />Recommendations<br />
  • 18. Poised to Maintain Industry Leadership<br />Increased Sales<br /><ul><li>More Sales in U.S. Market
  • 19. Expand Overseas
  • 20. Marketing Increase to Hospitals, Surgeons, and Potential Patients</li></ul>More Hospitals with Devices<br />More Surgeons Using Devices<br />More Patients Want Surgeries<br />More Surgeries with Devices<br />
  • 21. Poised to Maintain Industry Leadership<br />
  • 22. Going After New Surgeries<br />New Instruments<br />Simulator<br />Currently used in general…<br />Expand to other <br />common surgeries<br />Long Tail of Surgeries<br />
  • 23. Intuitive Continually Updates<br />3D HD<br />Dual Console<br />
  • 24. Continue to Innovate<br />Technological Leadership<br />R&D 8% Revenue<br />Patents<br />Low to Medium Risk<br />Patent Expiration<br />Competition<br />Patent Variations on da Vinci<br />
  • 25. Coming Soon: Rivals<br />Five Years Out<br />The Enemy: Sofie<br />
  • 26. Promising Financial Future<br />
  • 27. Paging Dr. WALL-E<br />
  • 28. Agenda<br />Intuitive<br />Industry<br />Analysis<br />Outlook<br />Recommendations<br />
  • 29. Users Trained as Leaders for Change<br />Supplement Training<br />Team Learning<br />Change Management<br />Community<br /><ul><li>Medical Conferences
  • 30. Web Resources</li></li></ul><li>New Versions Create Value for Hospitals<br />Research and Development<br />Increase Longevity of Instruments<br />Faster Set-Up Times<br />Use for Other Surgeries<br />FDA Approval on Marketing Message<br />
  • 31. Greatest Asset: Information on Surgical Techniques<br />
  • 32. Open Platform to Speed Up Innovation<br />
  • 33. Improve Data Collection Reduces Cost of Errors<br />
  • 34. New Platform: Video Telestration with Experts<br />
  • 35. Explore Licensing Deals with Hospitals<br />
  • 36. Questions?<br />
  • 37. Appendix - Financials<br />Consolidated Statements of Income information (in millions)<br />Source: www.sec.gov<br />

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