Advance Medical Tech. Corp. Case Study

We evaluated our company’s position in the industry, and found ourselves in an excellent starting position to further develop our products and match them to the industry’s needs. Our market share is adequate and we can advance further with our strategy improve and reposition our products in the coming years. We have underutilized capacity, which we intend to improve, while increasing automation to reduce costs. We have plans to improve our promotion to improve product awareness and with the appropriate product lines we will increase price to improve margins and better align our high-end product image. Our current financial position is optimistic, showing our leverage (Assets/Equity) at 2.0, when our goal is to maintain 1.5-2.0 overall. By utilizing the analysis tools we are learning what elements are driving demand, how to effectively tailor our products through R&D, how best to adjust our marketing and pricing, while lowering input costs, in order to improve margins and to ensure our stakeholders are all satisfied.

The company believes that new initiatives are necessary to bolster unit volume and especially reorders. I believe Advanced Materials lacks coherent strategy for Nundies to effectively appraise the financial worth of product service offerings. The managers must reduce the spending on order getting costs because they cannot increase their output to the capped limit of 100,000 liners. Other issues are whether or not the distribution approach currently used by the company will help reach profitability, and whether or not the company effectively reaches the target market.

However, the inability of the company to keep up to date with the dynamic nature of this 20 billion dollar market has led to the decline of the company in regards to product innovation and customer satisfaction. Even though there are macroeconomic

The company is not focusing much on the investments and increasing efforts in research and development

The Acadiana Medical Reserve Corp is a unit within the Medical Reserve Corp. It is commonly referenced as the AMRC and it is responsible for region 4 in the state of Louisiana. Region 4 consists of the following parishes; Acadia, Evangeline, Iberia, Lafayette, St. Landry, St. Martin, and Vermilion. AMRC is responsible for credentialing volunteers for the Louisiana Emergency Medical Unit (LEMU). LEMU is the emergency response system for the management of natural and man-made disasters. AMRC is comprised of all forms of medical and non-medical volunteer personnel with currently 529 volunteers. Volunteer credentialing entails the application of personnel information into the database of the Louisiana Volunteer in Action (LAVA), a partner of the

In the case of Assessing a Company’s Future Financial Health, the case concentration is on SciTronics, a medical device company, performance measures based on the organization’s three primary financial data sources in Exhibit 1 & 2. Utilizing the 9 steps of corporate financial system, I will be able to analyze the financial health of the company to assess whether it will remain balance over the ensuing 3-5 years. The measures are grouped by focusing on “Financial Ratios” such as: 1.) profitability measures, 2) activity measures, and 3) leverage and liquidity measures. Using the financial data sources, I would be able to make recommendations regarding SciTronics 126 million loan request.

The name of the company I choose would be : AAPC Advancing the Business of health Care . Upon searching for an organization, they really stand out with a list of benefits: CPT Training ,Exam preparation, Certification, Books and Internship opportunities. However the cost to join is Individual -$160.00 Student-$110.00 Corporate$950.00 ($95 additional per person)/ also 4 FREE Webinars included job assistance available, networking events , Industry leaders . Employment Opportunities : medical coding jobs,Hospital, Dr. office ,and medical companies I personally want to work for the hospital or Dr. office with this website it helps you find employment and show the salary according to your experience and level of expertise . Web address: https://www.aapc.com/contactus.aspx

Applied Medical has grown from its humble beginnings twenty years ago to a quarter billion dollar company by implementing an unconventional, vertically-integrated business model that has catapulted the company to be world leader in the laparoscopic trocar market.

There are basically five options in total because there are four other vendors that make X ray films. The competing companies DuPont, Agfa, Fugi, and 3M. DuPont and Agfa can produce quality that is roughly consistent with Kodak. On purely a cost basis, Mr. Rubble would most likely go with DuPont since is of roughly the same quality as Kodak while also costing less than Agfa who also produces a product of comparable quality. The price of DuPont $1.50 per sheet of X ray film and represents the lowest cost of premium quality suppliers.

2. Should Pacific’s supply policies allow for any medical staff personnel to control sourcing decisions?

This aggressive spending minimizes the company’s cash on hand and indicates that while AMT is generating cash, their cash outflows are greater than their cash inflows. Mr. Haskin’s belief for the future growth potential of AMT is indicative of the fact that spending of R&D was necessary. But it may be that the excessive spending is why AMT reports negative earnings (shown below) from -9.8% in 83’ to -43.8% in 85’, resulting in inefficient use of its cash.

AMT has been in business for three years. The company develops, manufactures, and sells scientific medical instruments, utilizing the latest technology. AMT has experienced enormous growth in sales. However, the company's capital has been used up on heavy spending on research and development and rapid expansion of its sales force. Because of that, the company relies heavily on creditors' money.

Among the causes are obvious reasons such the poor implementation of information technology in health care sector. This an issue because it caused delayed treatment, duplication of tests, and preventable errors.

New Product Development : the aggressive investment strategy into R&D division led to speed in releasing new products in the market. This gave the company higher ROI returns projections. The faster cycle of innovation led to multiple product availability in the market which led to further increasing the gap between them and the competitions and also the company indulged in manufacturing self brand products rather than Co-branded or Partnerships.

MediSys Crop. is a privately held US-based medical device manufacture who started a new project, named IntensCare, in 2006. IntensCare aimed to collect data on patients in intensive care units and post it to a database to share. The launch time was scheduled in August 2009. Six months away from the launch date, the project team still faced many issues that seemed they would not launch the project on time. In August 2008, the new present, Art Beaumont, formalized a core team, which was organized by a new parallel system for the IntensCare project. It included six people from six different departments: Karen Baio-Regulatory Affairs; Jack Fogel-Senior Production Manager; Aaron Gerson-R&D; Valerie Merz-Marketing Manager; Dipesh Mukerjee-Software Design; and Bret O’Brien-Product Engineering. Fogel also assigned as a project leader.