InMode Soars after Paula Abdul Is Named Their Brand Ambassador
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After a falling IPO, InMode Inc.’s fortunes reversed when Paula Abdul signed on as brand ambassador and debut quarterly results were impressive.
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HSA 599: Winter 2016
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis
for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global,
the new competitors from the developing world will... GE has tremendous respect
for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to
compete with them; they will never destroy GE. By introducing products that
create a new price-performance paradigm, however, the emerging market giants
very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General
Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical
Systems was merged with British bioscience/medical imaging firm Amersham and several
healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis o.
CPID 560897No return if unwrappedHSA 599Strayer Univer.docx
CPID 560897
No return if unwrapped
HSA 599
Strayer University−Online
Winter 2016
HSA 599: Winter 2016
Strayer University−Online
THIS PRINT COURSEPACK AND ITS ELECTRONIC COUNTERPART (IF ANY) ARE INTENDED SOLELY FOR THE PERSONAL USE
OF PURCHASER. ALL OTHER USE IS STRICTLY PROHIBITED.
XanEdu™ publications may contain copyrighted materials of XanEdu, Inc. and/or its licensors.
The original copyright holders retain sole ownership of their materials. Copyright permissions
from third parties have been granted for materials for this publication only. Further reproduction
and distribution of the materials contained herein is prohibited.
WARNING: COPYRIGHT INFRINGEMENT IS AGAINST THE LAW AND WILL RESULT IN
PROSECUTION TO THE FULLEST EXTENT OF THE LAW.
THIS COURSE PACK CANNOT BE RESOLD, COPIED
OR OTHERWISE REPRODUCED.
XanEdu Publishing, Inc. does not exert editorial control over materials that are included in this
course pack. The user hereby releases XanEdu Publishing, Inc. from any and all liability for any
claims or damages, which result from any use or exposure to the materials of this course pack.
Items are available in both online and in print, unless marked with icons.
− Print only − Online only
HSA 599: Winter 2016
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis
for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global,
the new competitors from the developing world will... GE has tremendous respect
for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to
compete with them; they will never destroy GE. By introducing products that
create a new price-performance paradigm, however, the emerging market giants
very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General
Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical
Systems was merged with British bioscience/medical imaging firm Amersham and several
healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis o.
CPID 727542No return if unwrappedHSA 599Strayer Univer.docx
CPID 727542
No return if unwrapped
HSA 599
Strayer University−Online
Summer 2017
HSA 599: Fall 2017
Strayer University−Online
THIS PRINT COURSEPACK AND ITS ELECTRONIC COUNTERPART (IF ANY) ARE INTENDED SOLELY FOR THE PERSONAL USE
OF PURCHASER. ALL OTHER USE IS STRICTLY PROHIBITED.
XanEdu™ publications may contain copyrighted materials of XanEdu, Inc. and/or its licensors.
The original copyright holders retain sole ownership of their materials. Copyright permissions
from third parties have been granted for materials for this publication only. Further reproduction
and distribution of the materials contained herein is prohibited.
WARNING: COPYRIGHT INFRINGEMENT IS AGAINST THE LAW AND WILL RESULT IN
PROSECUTION TO THE FULLEST EXTENT OF THE LAW.
THIS COURSE PACK CANNOT BE RESOLD, COPIED
OR OTHERWISE REPRODUCED.
XanEdu Publishing, Inc. does not exert editorial control over materials that are included in this
course pack. The user hereby releases XanEdu Publishing, Inc. from any and all liability for any
claims or damages, which result from any use or exposure to the materials of this course pack.
Items are available in both online and in print, unless marked with icons.
− Print only − Online only
HSA 599: Fall 2017
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis
for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global,
the new competitors from the developing world will... GE has tremendous respect
for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to
compete with them; they will never destroy GE. By introducing products that
create a new price-performance paradigm, however, the emerging market giants
very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General
Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical
Systems was merged with British bioscience/medical imaging firm Amersham and several
healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&.
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This slides are about launching of new mobile phone set by Orient Electronics well established company in Pakistan..Business Strategy!
CPID 560897No return if unwrappedHSA 599Strayer Univer.docx
CPID 560897
No return if unwrapped
HSA 599
Strayer University−Online
Winter 2016
HSA 599: Winter 2016
Strayer University−Online
THIS PRINT COURSEPACK AND ITS ELECTRONIC COUNTERPART (IF ANY) ARE INTENDED SOLELY FOR THE PERSONAL USE
OF PURCHASER. ALL OTHER USE IS STRICTLY PROHIBITED.
XanEdu™ publications may contain copyrighted materials of XanEdu, Inc. and/or its licensors.
The original copyright holders retain sole ownership of their materials. Copyright permissions
from third parties have been granted for materials for this publication only. Further reproduction
and distribution of the materials contained herein is prohibited.
WARNING: COPYRIGHT INFRINGEMENT IS AGAINST THE LAW AND WILL RESULT IN
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THIS COURSE PACK CANNOT BE RESOLD, COPIED
OR OTHERWISE REPRODUCED.
XanEdu Publishing, Inc. does not exert editorial control over materials that are included in this
course pack. The user hereby releases XanEdu Publishing, Inc. from any and all liability for any
claims or damages, which result from any use or exposure to the materials of this course pack.
Items are available in both online and in print, unless marked with icons.
− Print only − Online only
HSA 599: Winter 2016
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis
for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global,
the new competitors from the developing world will... GE has tremendous respect
for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to
compete with them; they will never destroy GE. By introducing products that
create a new price-performance paradigm, however, the emerging market giants
very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General
Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical
Systems was merged with British bioscience/medical imaging firm Amersham and several
healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis o.
CPID 560897No return if unwrappedHSA 599Strayer Univer.docx
CPID 560897
No return if unwrapped
HSA 599
Strayer University−Online
Winter 2016
HSA 599: Winter 2016
Strayer University−Online
THIS PRINT COURSEPACK AND ITS ELECTRONIC COUNTERPART (IF ANY) ARE INTENDED SOLELY FOR THE PERSONAL USE
OF PURCHASER. ALL OTHER USE IS STRICTLY PROHIBITED.
XanEdu™ publications may contain copyrighted materials of XanEdu, Inc. and/or its licensors.
The original copyright holders retain sole ownership of their materials. Copyright permissions
from third parties have been granted for materials for this publication only. Further reproduction
and distribution of the materials contained herein is prohibited.
WARNING: COPYRIGHT INFRINGEMENT IS AGAINST THE LAW AND WILL RESULT IN
PROSECUTION TO THE FULLEST EXTENT OF THE LAW.
THIS COURSE PACK CANNOT BE RESOLD, COPIED
OR OTHERWISE REPRODUCED.
XanEdu Publishing, Inc. does not exert editorial control over materials that are included in this
course pack. The user hereby releases XanEdu Publishing, Inc. from any and all liability for any
claims or damages, which result from any use or exposure to the materials of this course pack.
Items are available in both online and in print, unless marked with icons.
− Print only − Online only
HSA 599: Winter 2016
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis
for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global,
the new competitors from the developing world will... GE has tremendous respect
for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to
compete with them; they will never destroy GE. By introducing products that
create a new price-performance paradigm, however, the emerging market giants
very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General
Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical
Systems was merged with British bioscience/medical imaging firm Amersham and several
healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis o.
CPID 727542No return if unwrappedHSA 599Strayer Univer.docx
CPID 727542
No return if unwrapped
HSA 599
Strayer University−Online
Summer 2017
HSA 599: Fall 2017
Strayer University−Online
THIS PRINT COURSEPACK AND ITS ELECTRONIC COUNTERPART (IF ANY) ARE INTENDED SOLELY FOR THE PERSONAL USE
OF PURCHASER. ALL OTHER USE IS STRICTLY PROHIBITED.
XanEdu™ publications may contain copyrighted materials of XanEdu, Inc. and/or its licensors.
The original copyright holders retain sole ownership of their materials. Copyright permissions
from third parties have been granted for materials for this publication only. Further reproduction
and distribution of the materials contained herein is prohibited.
WARNING: COPYRIGHT INFRINGEMENT IS AGAINST THE LAW AND WILL RESULT IN
PROSECUTION TO THE FULLEST EXTENT OF THE LAW.
THIS COURSE PACK CANNOT BE RESOLD, COPIED
OR OTHERWISE REPRODUCED.
XanEdu Publishing, Inc. does not exert editorial control over materials that are included in this
course pack. The user hereby releases XanEdu Publishing, Inc. from any and all liability for any
claims or damages, which result from any use or exposure to the materials of this course pack.
Items are available in both online and in print, unless marked with icons.
− Print only − Online only
HSA 599: Fall 2017
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis
for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED
IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global,
the new competitors from the developing world will... GE has tremendous respect
for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to
compete with them; they will never destroy GE. By introducing products that
create a new price-performance paradigm, however, the emerging market giants
very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General
Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical
Systems was merged with British bioscience/medical imaging firm Amersham and several
healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&.
Spain’s Top 10 Companies Booming in Healthcare Sector 2022.pdf
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CPID 752256No return if unwrappedHSA 599Strayer Unive.docx
CPID 752256
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HSA 599
Strayer University−Online
Summer 2018
HSA 599: Summer 2018
Strayer University−Online
THIS PRINT COURSEPACK AND ITS ELECTRONIC COUNTERPART (IF ANY) ARE INTENDED SOLELY FOR THE PERSONAL USE OF PURCHASER. ALL OTHER USE IS STRICTLY PROHIBITED.
XanEdu™ publications may contain copyrighted materials of XanEdu, Inc. and/or its licensors. The original copyright holders retain sole ownership of their materials. Copyright permissions from third parties have been granted for materials for this publication only. Further reproduction and distribution of the materials contained herein is prohibited.
WARNING: COPYRIGHT INFRINGEMENT IS AGAINST THE LAW AND WILL RESULT IN PROSECUTION TO THE FULLEST EXTENT OF THE LAW.
THIS COURSE PACK CANNOT BE RESOLD, COPIED OR OTHERWISE REPRODUCED.
XanEdu Publishing, Inc. does not exert editorial control over materials that are included in this course pack. The user hereby releases XanEdu Publishing, Inc. from any and all liability for any claims or damages, which result from any use or exposure to the materials of this course pack.
Items are available in both online and in print, unless marked with icons.
−
Print only
−
Online only
HSA 599: Summer 2018
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
“If GE doesn’t come up with innovations in poor countries and take them global, the new competitors from the developing world will... GE has tremendous respect for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to compete with them; they will never destroy GE. By introducing products that create a new price-performance paradigm, however, the emerging market giants very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors[footnoteRef:1] [1: Jeffrey R. Immelt, Vijay Govindarajan and Chris Trimble, “How GE is Disrupting Itself”, Harvard Business Review, October 2009. ]
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jef.
I-Bytes Healthcare Industry
This document brings together a set of latest data points and publicly available information relevant for Healthcare Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
GE HealthcareAs of 2010, GE Healthcare was a $17 billion divisio.docx
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside the U.S. Opened in 2000, the $175 million centre had grown to about 4,300 technologists (about 1,100 in Healthcare) by 2010.4 India was an attractive base not just for cost reasons but also for an ample supply of world-class talent and the presence of some well-known educational and research institutions in an otherwise relatively less developed country.
JFWTC carried out R&D for GE businesses in areas as diverse as healthcare, energy, aviation and transportation. Its traditional focus had been addressing the needs of developed market customers. However, there was now an increasing emphasis also on products tailored for emerging markets like India, including those developed specifically for particularly low-income customers (the so-called “bottom of the pyramid” or BOP).5
India as a Healthcare Market
As of 2010, India’s healthcare industry was worth about $30 billion and was expected to double in size in the next five years. Estimates put the medical devices market segment somewhere in the $3 billion to $6 billion range, with growth of between 10% and 15% a year.
Of the 700 domestic healthcare device makers in India, most only made low-value products such as needles and catheters. Of the few that did produce more sophisticated equipment, few could match international players in terms of quality or performance. Nevertheless, they typically had a significant cost advantage, which made them formidable competitors in mass markets where customers had limited purchasing power and were highly price sensitive.
High-quality specialist products came mainly from MNCs like GE, Siemens and Philips, with GE being the #1 provider of diagnostic equipment like ECG, MRI, CT and ultrasounds. Given the price points, however, most of the $400-500 million annual revenue of GE Healthcare in India had com ...
Need a 4 page APA format paper based on the case study below. Need b.docx
Need a 4 page APA format paper based on the case study below. Need by 2/3/16 @13:00 EST
Read the case study titled “GE Healthcare (A): Innovating for Emerging Markets” located in the XanEdu case pack (Below)
Write a four (4) page paper in which you:
1.
Determine two (2) emerging trends in the external environment that prompted General Electric (GE) Healthcare to develop a new strategy for the production and marketing of a low cost
Electroencephalography (
EEG) machine in bottom of the pyramid markets (BOP).
2.
Examine two (2) internal barriers GE Healthcare faced when developing its BOP market in India and determine the manner in which they hindered GE Healthcare’s growth in this market segment.
3.
Analyze two (2) of the significant external barriers that GE Healthcare faced when trying to meet its marketing goals in the Indian market. Propose two (2) ways to address these barriers.
4.
Analyze the specific steps GE took in developing its strategy to grow its BOP market. Determine the manner in which those actions apply to the principles of strategic thinking and strategic planning.
5.
Determine the manner in which GE Healthcare’s strategy to improve its position in BOP markets contributed to the organization’s value chain in both emerging and developed markets.
Your assignment must follow these formatting requirements:
·
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
·
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.
2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.
3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside.
GE HealthcareAs of 2010, GE Healthcare was a $17 billion division .docx
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.
2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.
3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside the U.S. Opened in 2000, the $175 million centre had grown to about 4,300 technologists (about 1,100 in Healthcare) by 2010.
4
India was an attractive base not just for cost reasons but also for an ample supply of world-class talent and the presence of some well-known educational and research institutions in an otherwise relatively less developed country.
JFWTC carried out R&D for GE businesses in areas as diverse as healthcare, energy, aviation and transportation. Its traditional focus had been addressing the needs of developed market customers. However, there was now an increasing emphasis also on products tailored for emerging markets like India, including those developed specifically for particularly low-income customers (the so-called “bottom of the pyramid” or BOP).
5
India as a Healthcare Market
As of 2010, India’s healthcare industry was worth about $30 billion and was expected to double in size in the next five years. Estimates put the medical devices market segment somewhere in the $3 billion to $6 billion range, with growth of between 10% and 15% a year.
Of the 700 domestic healthcare device makers in India, most only made low-value products such as needles and catheters. Of the few that did produce more sophisticated equipment, few could match international players in terms of quality or performance. Nevertheless, they typically had a significant cost advantage, which made them formidable competitors in mass markets where customers had limited purchasing power and were highly price sensitive.
High-quality specialist products came mainly from MNCs like GE, Siemens and Philips, with GE being the #1 provider of diagnostic equipment like ECG, MRI, CT and ultrasounds. Given the price points, however, most of the $400-500 million annual revenue of GE Healthcare in India ha.
I-Bytes Healthcare Industry
This document brings together a set
of latest data points and publicly
available information relevant for
Healthcare Industry . We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely
Corporate Wellness Market by Product Type, Distribution Channel, End User 202...
The global corporate wellness market size reached US$ 66.4 Billion in 2023. Looking forward, IMARC Group expects the market to reach US$ 118.6 Billion by 2032, exhibiting a growth rate (CAGR) of 6.5% during 2024-2032.
More Info:- https://www.imarcgroup.com/corporate-wellness-market
Final file the business apac inventive healthcare companies 2020
Business APAC - Best Corporate Magazine for the APAC Region presents Inventive Healthcare Companies 2020 and their success stories.
Inventive healthcare companies
Over the years, Malaysia Healthcare has presented a seamless end-to-end healthcare journey experience, affording quality care for the peace of mind of healthcare travelers. Besides being one of the leading countries in Southeast Asia for medical tourism, the increasing aging population in Malaysia is sighted to bring revenue-earning opportunities for healthcare companies. Excelling in the Malaysian private healthcare is Origin Integrated Studios, developing innovative and creative software solutions for Malaysia and its regions. Origin is one of the very few software development companies which focuses on enterprise systems for the healthcare industry.
Origin was established in 2015 with an aim to become a household brand in the healthcare industry and focusing on the long term and trusting relationship with its customers. Headquartered in Kuala Lumpur, it is the fastest-growing Multimedia Super Corridor (MSC) status software development and solutions company. Within a year of establishment, it managed to expand in the Asian countries primarily in Indonesia and now working together with customers in their business expansion into the Philippines, Vietnam, and South Korea. Origin is currently serving more than 20 hospitals and 15 clinics in Malaysia and Indonesia.
Healthcare marketing the optimization scenario1
In recent times Marketing Management is becoming more challenging and highly expensive. Organizations are realizing that internal resources are not enough to produce measurable results in a consistent manner. They face hardcore challenges in standardization and corporatization. The bare minimum fact in an Organization is that they are unable to fix the GAP between Operations and Marketing.
Optimize offers to undertake areas of challenges in an Organization and help Organizations to get optimized results even with minimal resources. Resources need to be optimized and not just utilized, and we empower you to achieve those results.
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CPID 752256No return if unwrappedHSA 599Strayer Unive.docx
CPID 752256
No return if unwrapped
HSA 599
Strayer University−Online
Summer 2018
HSA 599: Summer 2018
Strayer University−Online
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HSA 599: Summer 2018
Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
ii
GE Healthcare (A):
Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
“If GE doesn’t come up with innovations in poor countries and take them global, the new competitors from the developing world will... GE has tremendous respect for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to compete with them; they will never destroy GE. By introducing products that create a new price-performance paradigm, however, the emerging market giants very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors[footnoteRef:1] [1: Jeffrey R. Immelt, Vijay Govindarajan and Chris Trimble, “How GE is Disrupting Itself”, Harvard Business Review, October 2009. ]
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jef.
I-Bytes Healthcare Industry
This document brings together a set of latest data points and publicly available information relevant for Healthcare Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
GE HealthcareAs of 2010, GE Healthcare was a $17 billion divisio.docx
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside the U.S. Opened in 2000, the $175 million centre had grown to about 4,300 technologists (about 1,100 in Healthcare) by 2010.4 India was an attractive base not just for cost reasons but also for an ample supply of world-class talent and the presence of some well-known educational and research institutions in an otherwise relatively less developed country.
JFWTC carried out R&D for GE businesses in areas as diverse as healthcare, energy, aviation and transportation. Its traditional focus had been addressing the needs of developed market customers. However, there was now an increasing emphasis also on products tailored for emerging markets like India, including those developed specifically for particularly low-income customers (the so-called “bottom of the pyramid” or BOP).5
India as a Healthcare Market
As of 2010, India’s healthcare industry was worth about $30 billion and was expected to double in size in the next five years. Estimates put the medical devices market segment somewhere in the $3 billion to $6 billion range, with growth of between 10% and 15% a year.
Of the 700 domestic healthcare device makers in India, most only made low-value products such as needles and catheters. Of the few that did produce more sophisticated equipment, few could match international players in terms of quality or performance. Nevertheless, they typically had a significant cost advantage, which made them formidable competitors in mass markets where customers had limited purchasing power and were highly price sensitive.
High-quality specialist products came mainly from MNCs like GE, Siemens and Philips, with GE being the #1 provider of diagnostic equipment like ECG, MRI, CT and ultrasounds. Given the price points, however, most of the $400-500 million annual revenue of GE Healthcare in India had com ...
Need a 4 page APA format paper based on the case study below. Need b.docx
Need a 4 page APA format paper based on the case study below. Need by 2/3/16 @13:00 EST
Read the case study titled “GE Healthcare (A): Innovating for Emerging Markets” located in the XanEdu case pack (Below)
Write a four (4) page paper in which you:
1.
Determine two (2) emerging trends in the external environment that prompted General Electric (GE) Healthcare to develop a new strategy for the production and marketing of a low cost
Electroencephalography (
EEG) machine in bottom of the pyramid markets (BOP).
2.
Examine two (2) internal barriers GE Healthcare faced when developing its BOP market in India and determine the manner in which they hindered GE Healthcare’s growth in this market segment.
3.
Analyze two (2) of the significant external barriers that GE Healthcare faced when trying to meet its marketing goals in the Indian market. Propose two (2) ways to address these barriers.
4.
Analyze the specific steps GE took in developing its strategy to grow its BOP market. Determine the manner in which those actions apply to the principles of strategic thinking and strategic planning.
5.
Determine the manner in which GE Healthcare’s strategy to improve its position in BOP markets contributed to the organization’s value chain in both emerging and developed markets.
Your assignment must follow these formatting requirements:
·
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
·
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.
2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.
3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside.
GE HealthcareAs of 2010, GE Healthcare was a $17 billion division .docx
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.
2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.
3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside the U.S. Opened in 2000, the $175 million centre had grown to about 4,300 technologists (about 1,100 in Healthcare) by 2010.
4
India was an attractive base not just for cost reasons but also for an ample supply of world-class talent and the presence of some well-known educational and research institutions in an otherwise relatively less developed country.
JFWTC carried out R&D for GE businesses in areas as diverse as healthcare, energy, aviation and transportation. Its traditional focus had been addressing the needs of developed market customers. However, there was now an increasing emphasis also on products tailored for emerging markets like India, including those developed specifically for particularly low-income customers (the so-called “bottom of the pyramid” or BOP).
5
India as a Healthcare Market
As of 2010, India’s healthcare industry was worth about $30 billion and was expected to double in size in the next five years. Estimates put the medical devices market segment somewhere in the $3 billion to $6 billion range, with growth of between 10% and 15% a year.
Of the 700 domestic healthcare device makers in India, most only made low-value products such as needles and catheters. Of the few that did produce more sophisticated equipment, few could match international players in terms of quality or performance. Nevertheless, they typically had a significant cost advantage, which made them formidable competitors in mass markets where customers had limited purchasing power and were highly price sensitive.
High-quality specialist products came mainly from MNCs like GE, Siemens and Philips, with GE being the #1 provider of diagnostic equipment like ECG, MRI, CT and ultrasounds. Given the price points, however, most of the $400-500 million annual revenue of GE Healthcare in India ha.
I-Bytes Healthcare Industry
This document brings together a set
of latest data points and publicly
available information relevant for
Healthcare Industry . We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely
Corporate Wellness Market by Product Type, Distribution Channel, End User 202...
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Final file the business apac inventive healthcare companies 2020
Business APAC - Best Corporate Magazine for the APAC Region presents Inventive Healthcare Companies 2020 and their success stories.
Inventive healthcare companies
Over the years, Malaysia Healthcare has presented a seamless end-to-end healthcare journey experience, affording quality care for the peace of mind of healthcare travelers. Besides being one of the leading countries in Southeast Asia for medical tourism, the increasing aging population in Malaysia is sighted to bring revenue-earning opportunities for healthcare companies. Excelling in the Malaysian private healthcare is Origin Integrated Studios, developing innovative and creative software solutions for Malaysia and its regions. Origin is one of the very few software development companies which focuses on enterprise systems for the healthcare industry.
Origin was established in 2015 with an aim to become a household brand in the healthcare industry and focusing on the long term and trusting relationship with its customers. Headquartered in Kuala Lumpur, it is the fastest-growing Multimedia Super Corridor (MSC) status software development and solutions company. Within a year of establishment, it managed to expand in the Asian countries primarily in Indonesia and now working together with customers in their business expansion into the Philippines, Vietnam, and South Korea. Origin is currently serving more than 20 hospitals and 15 clinics in Malaysia and Indonesia.
Healthcare marketing the optimization scenario1
In recent times Marketing Management is becoming more challenging and highly expensive. Organizations are realizing that internal resources are not enough to produce measurable results in a consistent manner. They face hardcore challenges in standardization and corporatization. The bare minimum fact in an Organization is that they are unable to fix the GAP between Operations and Marketing.
Optimize offers to undertake areas of challenges in an Organization and help Organizations to get optimized results even with minimal resources. Resources need to be optimized and not just utilized, and we empower you to achieve those results.
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6:个人职称评审加20分
7:个人信誉贷款加10分
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
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InMode Soars after Paula Abdul Is Named Their Brand Ambassador
- 1. InMode Soars after Paula Abdul Is Named Their Brand Ambassador After a falling IPO, InMode Inc.’s fortunes reversed when Paula Abdul signed on as brand ambassador and debut quarterly results were impressive. 128 Central Park South New York, NY 10019
- 2. www.bodysculpt.com 212-265-2724 Soon after the announcement that International Pop Icon Paula Abdul had agreed to join InMode Ltd. as their brand ambassador to share her positive experience with the Company’s innovative technologies, the medical technology company’s fortunes have reversed. As reported by Bloomberg, the stocks of InMode, the global provider of inventive medical technologies, surged on August 14, 2019 after naming Paula Abdul as a brand ambassador for its alternatives to cosmetic surgery, and strong second-quarter results. The shares of Inmode rose 25% even as the broader stock market dropped. Inmode came public market only recently in a $14 IPO. InMode: Newly-Public Skin Treatment Firm InMode Ltd., a leading global provider of innovative, energy-based solutions offers cutting edge medical devices for minimally-invasive and non-invasive procedures that provide amazing results for the patient and the practice. InMode’s technological advancements began over two decades ago with state-of-the-art light, laser, and radiofrequency devices invented by leading doctors and scientists, who essentially launched and shaped the industry. Their technology continues that legacy to provide superior satisfaction for both the patient and the practice. InMode Reports Second Quarter 2019 Financial Results and Pop Icon Paula Abdul as Their Brand Ambassador As reported by Streetwise Reports, InMode Ltd that completed an IPO (Initial Public Stock Offering) just a few days ago, reported their second quarter earnings for the period ending June 30, 2019. In a separate release, InMode also announced the appointment of pop icon Paula Abdul as a brand ambassador. This attracted a lot of public attention. The company reported record revenue of $38.8 million in the second quarter of 2019, which was an increase of 55% over 2018 2nd quarter. Apart from noticeable improvements
- 3. www.bodysculpt.com 212-265-2724 in gross margins and operating margins, the company reported their net income of $15.8 billion or $0.45 per diluted share in the second quarter of 2019, compared to $7.6 million or $0.21 per diluted share in Q2/18. Excluding the $70 million proceeds raised in InModes IPO, the company reported a total cash position of $82.8 million including cash, cash equivalents, marketable securities and deposits. The firm’s CEO and chairman Moshe Mizrahy said that they were pleased with their second quarter results that are consistent with both their report expectations and the positive trends they were continuing to see in their business. InMode is a leading global provider of innovative medical technologies. The company develops, manufactures, and markets medical devices harnessing the power of radiofrequency technology. Their products are available across several categories for plastic surgery, dermatology, gynecology, otolaryngology, and ophthalmology. These products and solutions are designed primarily to address three energy-based treatment categories – face and body contouring, women’s health, and medical aesthetics. InMode’s collaboration with pop icon Paula Abdul will definitely prove beneficial to the company. An international celebrity, Paula Abdul has made her mark in the entertainment industry as an award-winning dancer and choreographer, singer, actress, television personality with six number-one singles on the Billboard Hot 100, Emmy and Grammy awards along with many other honors. She is happy to be InMode’s brand ambassador because she experienced positive results with the company’s BodyTite system for her arms, and FaceTite and Morpheus8 hand pieces for her lower face, jaw line and neck. She wants to get the word out about the excellent results InMode’s amazing technology in face and body contouring can achieve. The treatment enabled her to restore a sleeker, more youthful look without invasive surgery.
- 4. www.bodysculpt.com 212-265-2724 InMode’s minimally invasive BodyTite/FaceTite technology removes fat and contracts skin under local anesthesia. The treatment does not leave any visible scarring; downtime is minimal, and the treatment is less costly than traditional surgical procedures. Results are observed immediately and you experience continued improvement up to 12 months later. Plastic surgeon Spero Theodorou MD of bodySCULPT in NYC, who is also InMode’s Chief Medical Officer, said that Paula was an excellent candidate for InMode’s innovative technology using Radio-Frequency (RF) to provide a natural tighter appearance. She exercised regularly, was healthy but had some areas that troubled her due to past injuries and the effects of aging. InMode’s BodyTite system proved the ideal option to sculpt and remodel Paula’s arms while the FaceTite and Morpheus8 handpieces addressed her lower face, jawline and neck. Positive reviews and the dynamic presence of Paula Abdul could lift InMode’s shares even higher. Shakil Lakhani, President of InMode North America, said they were thrilled to announce a strong and powerful woman like Paula representing their brand. She had an ageless presence and embodied InMode’s commitment to enhance beauty and well-being. InMode’s collaboration with Paula Abdul will ensure a greater audience is aware of the benefits of InMode’s technology on a national and global level. On her part, Paula Abdul wants to bring her renewed feeling of confidence and self- assurance to others who want the same benefits.