1. GE Medical Systems (GEMS) is evaluating strategic alternatives to address changing market conditions and remain competitive as the medical imaging industry evolves.
2. The alternatives considered targeting developing nations, maintaining existing technology, or focusing on developing nations while investing in new bio-tech research.
3. The recommended strategy emphasizes improving secondary markets and relationships in developing nations in the short-term, while monitoring trends and educating markets on personalized medicine long-term.
Faced with increased competition at home, Sainsbury's decided to expand its international operations by entering Egypt.But in Egypt, there is an odd victim on the boycott list, Supermarket group Sainsbury's pulls out of Egypt after just two years - at a cost of more than £100m. I and my team have studied on it. Hope you like it and suggestions are most welcome.
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Faced with increased competition at home, Sainsbury's decided to expand its international operations by entering Egypt.But in Egypt, there is an odd victim on the boycott list, Supermarket group Sainsbury's pulls out of Egypt after just two years - at a cost of more than £100m. I and my team have studied on it. Hope you like it and suggestions are most welcome.
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
ATLANTIC COMPUTER: A BUNDLE OF PRICING OPTIONS Akshay Jain
There are four main types of pricing strategies from which Atlantic Computers canchoose. First, Atlantic Computers could stay with the status quo and offer software tools for free. Second, it could choose competitive based pricing. Third it could choose from Cost-plus pricing. Finally, it could choose value-in use pricing.In addition to determining which pricing strategy to use, Atlantic
Management Capstone Presentation. This slide is heavy on the animation and needs to be downloaded for the full effect. There are detailed notes on each slide. No video or audio.
Three specific ways you can understand customer needs to reduce market risk. Presentation delivered at Society for Petroleum Engineers conference, May 2009.
Best Practices and Points to Consider for Small-Medium Bio-Pharma CompaniesCovance
Small to medium sized companies face a host of unique challenges in the management of drug safety as they prepare to launch and sustain their products. Lack of clinical, safety and regulatory resources and expertise, along with inadequate technology infrastructure can create significant challenges and risks when advancing products through the life cycle. Find out how you can help your organizations overcome some common obstacles, learn from best practices and efficiently comply with global pharmacovigilance requirements.
M/A/R/C's Amy Barrentine-EVP General Manager, Randy Wahl-EVP Advanced Analytics, and Scott Waller-VP Business Development, co-presented at Quirk's event in March 2011.
The path to implementing global payroll for international (MultiNational) com...Chris Bradshaw
Coordinating payroll on a global level can often be a daunting task. This session will focus on key success factors and offer tips and strategies to help ensure that your organization eliminates risk in coordinating global payroll.
2. Agenda
• Industry & Company Overview
• Problem Analysis
• Decision Criteria
• Alternatives
• Recommendations
• GE’s actual response
3. Medical Imaging Industry
New Entrants
• Pharmaceutical
companies?
Biomedical firms?
Suppliers Competitors Intermediaries Consumers
• Price- • Siemens,Philips • Direct Sales • Hospitals
determined, • Oligopoly removes • Out-patient
long term intermediaries clinics
partners
• Each
produces one Substitutes
part • Secondary
market
4. Medical Industry Trends
1. Developed vs. Developing Market
2. Bio-Medicine Vs. Machinery
3. Demographic changes in developed
countries
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
5. Company Overview
• First major product was the x-ray
• Global Product Company program
• One of the largest firms in the world by
market capitalization
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
7. Strengths Weaknesses
• Strong Global Ties: GPC • Unilateral focus on
Program machinery & “best
• Six Sigma Quality engineering”
• Strong Acquisition History • Internally focused strategy
Opportunities Threats
• Bio-Medicine: “Global • Bio-Medicine vs. machinery
Opportunity” profit & product cycle
• Aging Baby Boomers • Reforms in France, U.S.,
• Emerging middle class and China have reduced
• Health Care IT amount spent on hospital
• Country-specific trends capital
8. Problem Statement
GEMS is a world-leading medical equipment
subsidiary of GE that has experienced many
years of success. However, due to changing
market conditions, GEMS must change its
global positioning strategy if it wishes to
remain competitive.
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
9. Strategy Assessment within the
Growth Curve
GEMS current
Level of position
Growth
Age of Company
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
10. Alternatives
Target Target
Developed Developing Focus on
nations & nations & machinery, but
Change Maintain create R&D for
Technology Technology Bio-tech
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
11. Decision Criteria
1. Increase market share by 15% over the next
15 years
2. Develop relationships with business
partners around the world to better connect
GEMS with each country it operates in
3. Ensure short-term profitability is
maintained
4. Minimize overall financial risk taken by
GEMS
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
14. Recommendations
Short-Term Focus Long-Term Focus
• Improve • Create new
secondary market • Manage department
supply relationships • Monitor trend
• Standardize with • Work with
restoration process developing regulators
• Minimize nations • Educate market on
manufacturing personalized
inefficiencies medicine
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Conclusion
15. What is GEMS doing now?
• Name changed to GE Healthcare
• Horizontal Integration: Acquisitions
remain important
• Lesser focus on secondary market
• Financial Crisis: drive down cost
Background
Overview Background
Problem Analysis Background
DC & Alternatives Background
Recommendations Background
Conclusion
16. Questions
• What alternative would you have
chosen? Why? Do you see another
alternative GEMS should consider?
• What do you think is the most
important trend in the health care
sector?
• Is this industry better suited to a global
strategy or a localized strategy?
