Ecton Inc. is a small company that develops innovative solutions in the medical imaging market. The latest device they have developed is the first portable, highly compact, fully digital, echocardiography. Traditional echocardiographies are large pieces of equipment that offer zero mobility. This rendered emergency rooms powerless to the convenience mobility offers. For example, if a doctor needed to receive an image of a patents heart they would have to schedule and move a patient to the location of the echocardiography. In an emergency situation this limits the data doctors require to make an accurate prescription if the patient cannot be move to the machine. By miniaturizing this device Ecton has ushered in a revolution in the medical imaging arena. The next step for the company is to decide how they are going to introduce the product to the market. This study has put me in the driver’s seat and offered me a glimpse of what the CEO was faced with when making this decision. I will provide my opinion regarding the next steps Ecton should perform moving forward with their newly developed disruptive technology.
First of all we need to understand the type of technology this device represents. Is this a sustaining innovation? Or is this a completely new disruptive product? After fully understanding this aspect we can make better decisions regarding the future of the firm and its product. This device offers many benefits that current products do not. As explained earlier, this device is extremely portable, offering emergency rooms the flexibility and convenience they seek to provide patients with the best treatment possible. Likewise, this product will come in at a price point much lower than current echocardiographies, further separ...
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...tive culture could be lost due to this acquisition. Although there are some obstacles with this route, searching for an acquisition partner seems like the fastest and most logical approach.
If I were asked to run Ecton during this period, I would suggest they utilize option two and seek out an acquisition partner. The benefits clearly outweigh the negatives in the scenario. The immediate cash, employs, and, marketing power is what this innovative product requires to capitalize on the large sales this technology is capable of capturing. By staying independent the time lost trying to create new value streams and processes seems unnecessary if the option to avoid this while providing the optimal return on investment to the shareholders exists. Bottom line, maximize shareholder return and create an optimal environment where this budding technology can rapidly grow.
Medtronic (Minneapolis) and Edwards Lifesciences (Irvine, California) were not strangers in patent lawsuits. Edwards is specializing in the production of artificial heart valves and new hemodynamic monitoring technology, whereas Medtronic is specializing in the production of medical devices. In the past, the two companies have problems in patent infringement lawsuits over annuloplasty procedures and endovascular graft (1,2). However, currently another latest patent infringement lawsuit has been occurred and reported between Medtronic and Edwards Lifesciences. Edwards claimed that it has prior intellectual property rights on the new transcatheter aortic valve technology.
fail (Cheng, 2012). Mergers and acquisitions are much common in these days and only a few of them are end up in successes. Even though mergers and acquisitions are not result much successes rate, many organizations are still preferring it because, it is used as a cooperative strategy but nowadays it is used for cooperative development. The cultural differences and merger integration can be considered as an important factor for the failure rate but this study mainly focused
The New Year started off well in the US medical devices industry and shows no signs of slowing down in 2008. The robust demand for medical equipment and the increasingly ageing population helped the shares of several medical devices makers outperform the market in the second half of 2007. We maintain the belief that, as a whole, the medical device industry is highly profitable with high barriers to entry. In addition, during periods of economic uncertainty, medical equipment has seen continued gains.
According to Hitt et al. (2014), acquisition helps to achieve a greater market power and market size since a firm will be able to sell its products and service to a much larger consumer base. In this case, the acquisition of TTI would help TEOCO to increase its client base from primarily domestic (North America) to
Ovid’s Metamorphoses is an anti-epic that was written in an attempt to poke fun at the seriousness of Virgil’s Aeneid. Although the Aeneid and Metamorphoses differ vastly from one another, both of these two revolutionary Roman works provide contemporary readers with insight into Rome’s treatment of women during the age of Augustus. However, Ovid’s Metamorphoses portrays women in a much more positive light than Virgil does in the Aeneid, and this informs readers that Ovid, not Virgil, was at least somewhat concerned with the oppression of women in ancient Roman society.
Actually, we don’t think this mixed and unclear strategy worked best for Eckerd, a strategy that has an obvious focus would fit better. Mixed strategy is acceptable, but without a focus, it would hardly built an “everything fits” system and its way of success would become easy for competitors to copy. Moreover, we should never forget the stress from leverage buyout. Without tremendous resource, Eckerd would not have enough money to pay for the activities for all three strategies. To sum, resource is limited, and that’s why a more focused strategy is needed.
Our goal was to maintain adequate fluid in the vascular space in order to maintain a blood pressure adequate for each patient while avoiding complications. During our evidenced-based research we obtained information on a Crit-Line Blood Monitoring System. We performed a work flow analysis prior to the implementation of this tool then created a redesign process to evaluate this piece of technology into our practice. We ran into a few obstacles in regard to a time line for training, and the overwhelming feeling of learning a new piece of technology when patient care was so demanding. We worked through the obstacles and utilized the technology towards achieving our goal. We tried to purchase more monitoring systems because it was evident it optimized fluid removal and reduced the frequency of adverse reactions. We ran into financial obstacles with money being tight as we close our fiscal year. It is in our plan to purchase more systems in fiscal year 2016. We need to give all Veterans the same opportunity to benefit from this technology with the ultimate goal of experiencing less symptomatic while achieving better outcomes. The staff had buy-in to this technology from day 1one and with the opportunity for them to learn at a steady pace they were better acclimated to the
The soft factors can make or break a successful change process, since new structures and strategies are difficult to build upon inappropriate cultures and values. These problems often come up in the dissatisfying results of spectacular mega-mergers. The lack of success and synergies in such mergers is often based in a clash of completely different cultures, values, and styles, which make it difficult to establish effective common systems and structuresBased on the case study, extensive research and annual reports of AT&T the writer has mapped AT&T in the different domains. AT&T should strive to attain a perfect circle as close to the centre as possible, which indicates total synergy, order and equilibrium. Where the circle is skewed drastic change is needed as it moves closer to the outer ring of chaos:
Modern pacemakers weigh less than an ounce, and they are only slightly larger than the size of a wristwatch face. In addition, they do not only have the ability to pace heartbeats through electric currents, but also monitor the heart's natural electrical activity. Current pacemaker devices include single-chamber pacemakers, multi-chamber pacemakers, biventricular pacemakers, rate responsive units capable of pacing, cardioversion and defibrillation. Moreover, due to many complaints about having to do a surgery on battery replacement which could increase the infection rate, on April 2015, multiple firms announced a new pacemaker called 'Micra' that could be inserted via a leg catheter rather than an invasive surgery. Once implanted, the device's tips contact the muscle and stabilise heartbeats. This device is about the size and shape of a pill, much smaller than the size of a conventional pacemaker and weighs much lighter. Additionally, 'Micra' has a battery longevity of 12 years and it is also leadless which is a major advantage to reduce device-related infections along with increasing the overall effectiveness of
...th management to determine whether to spin off or integrate, and make a clear move toward that choice. Whichever the choice, the decision must be made, and management must be aware that regardless of their personal feelings, they must communicate it to everyone in their department.
To create a more life-like reality, it is necessary to consolidate into the simulation conditions as many characteristics found in the real life environment as feasible. One of these pieces is the transfer of diagnostic data In this descriptive study a highly cost-effective information center which gives the real-time performance of lab values, electrocardiograms, and radiologic studies in a way that is utmost alike to which exists in every Emergency Departments. This information center provides for a further practical copied patient conflict. It helps members smooth experiences included in radiographic analysis utilizing an interface located in the hospital. It also promotes continuous course of events by streamlining the performance of laboratory and electrocardiographic information. Employing this information service has enabled us to improve the effectiveness of our synopses, enhance member fulfillment, and give some extra work at interpreting information as it would be seen in the hospital.9
BR was sold to Delta Foods in 1996 for US $2 billion. At this time, it was one of the largest fast-food chains in the world generating sales of US $6.8 billion. DF purchase of BR brought in a new cultural paradigm. DF is an individualistic, aggressive growth company with brands they believe are strong enough to support entry into new overseas markets without the need for local partnership. The DF strategy is one of direct acquisition and JV’s were not part of their strong suit. DF strategic implementation is based on hiring local managers directly or transferring seasoned managers from their soft drink and snack food divisions. The DF disdain for JVs is clearly reflected by their participation in only those JVs where local partnering was mandatory (e.g. China) to overcome regulatory barriers to entry. JVs had been the predominant strategy for BR which was unlike the DF outlook. Terralumen’s strategy was misaligned and out of sync with the DF strategy. This was unlike the complementarity that existed with BR’s strategy. This misalignment began to affect the JV relationship that had worked well with BR in the initial years. The failure of Terralumen and DF to recognize this fundamental cultural difference between their operational strategy styles i.e. Individualistic and Collectivism leads to their inability to proactively create steps for better alignment in the early period after acquisition, creating uncertainties and difficulties for both corporations. There is a lack of communication and virtually absence of trust between two new partners. DF appeared to be flexing its muscles in the relationship and using a more masculine approach compared to Terralumen’s more feminine approach. Both the corporations are strategically involved in a complex situation where they appear reluctant to address the issues at stake and move ahead together. The DF strategy of
Chaurasiya, K. and Profile, V. 2010. Advantages and disadvantages of acquisition | business management strategy. [online] Available at: http://businessofaccouting.blogspot.co.uk/2010/04/advantages-and-disadvantages-of.html [Accessed: 8 Mar 2014].