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Bosch

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Bosch

  1. 1. Marliis RosenbaumJegor MitrofanskiRüüt Kaljula
  2. 2. Why is telehealth relevant? Ageing population – developed economies, CEE countries, Russia, China  More elderly people, less workers  Pressure on already troubled national budgets (e.g. in U.S.: Medicare NPV=$35 tr, GDP=$14,5 tr...) New technologies and globalisation More demanding customers More chronic diseases  People with long-term conditions are the most frequent users of healthcare services.  In England they use 50 percent of all GP appointments and 70 percent of all inpatient bed days.  More than 60,000 people – over 25 percent of the population – in the Barnsley region live with chronic illness.
  3. 3. History of Bosch Founded in 1886 (Nov 15) by Robert Bosch in Stuttgart - “Workshop for Precision Mechanics and Electrical Engineering” 1887 First low-voltage magneto from Bosch for stationary petrol engines 1906 Introduction of eight-hour working day 1913 Start of production of headlights 1932 First Blaupunkt car audio 1976 First oxygen sensors 1995 First Electronic Stability Control - Electronic Stability Program (ESP) 2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment 2007 Bosch acquires Health Hero Network; HBS wireless 2009 Bosch acquires ViTel Net
  4. 4. Bosch values1. Future and Result Focus2. Responsibility3. Initiative and Determination4. Openness and Trust5. Fairness6. Reliability, Credibility, and Legality7. Cultural Diversity
  5. 5. Bosch strategy The long-term strategy of the Bosch Group takes its lead from fundamental global trends. The core elements of our strategy thus remain in place even after the crisis. These include a strong international presence, focused diversification, and a high level of innovative strength. The crisis has not proved us wrong in sticking to these objectives. On the contrary, it has shown us how right we are: Internationalization – we shall continue to press ahead with expanding our business worldwide, thereby further strengthening our international presence. Diversification – we shall continue to balance out our sectoral sales structure. This means taking full advantage of our opportunities for growth in automotive technology, but at the same time growing by above-average rates in consumer goods, building technology, and industrial technology. In doing so, we shall concentrate on areas of business that fit our technological competence – this is what we call focused diversification. Innovation – We shall focus our innovative strength on technology that is “Invented for life.” We see significant economic opportunities arising with the attention given to ecological needs, since these needs require more, not less, technology.
  6. 6. Partnership Capabilities Offer-Value Customer Networks Proposition Relationship Ability toGPs, adapt quickly German Country Targetedclinicians, in a fast-paced quality represantatives Customerphysiscians, environment Personal Segmentsnurses Skilful staff approachConnection Expertise in Chronically365 electronics ill patients manufacturing Elderly Key Resources Distribution people Channels Technology People Partners Partners Medicare Cost structure Revenue ModelR&D Sale of products (Health Buddy System)Manufacturing Services (support systems)Marketing
  7. 7. Sources Bosch Company webpage Wikipedia Lecture by Hardo Pajula Tradingeconomics.com
  8. 8. THE END Thank you for listening and keep healthy! “He who has health, has hope. And he who has hope, has everything.” Proverb

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