Analysis Of A Diabetic Supply Organization

In Case #20, Emergency Care Group was about expanding their business. Dr. Woods, the owner of ECG, put Steve Morgan in charge of making a sales/marketing plan to expand the business. Adaptive and market strategies were put together to come up with a plan. Product life cycle came into play with ECG. Introductory stage was when the leaders decided to introduce the services and products to their current and potential clients. ECG wanted to have one on one connection with the clients. When the client actually signs, the contract and they start receiving their service that was part of the growth stage. ECG wanted to keep their clients and gain more. Steve looked at all his competitors and analyzed what they were bringing to their clients and how many clients they have. After investigating the facts, Steve saw that some of the clients felt under appreciative and sometimes abandon. All this was coming from ECG’s competitors. Some of the top regional competitors went after the large hospitals and forgot the smaller hospitals. They also offer continuing education for some the physicians. Steve and Dr. Woods realized that they had two sets of competitors, the emergency department staffing and independent providers. The independent providers were companies that provided documentation and reimbursement. Some clients have direct contact with them and some look to the ED staffing to bring that along with the other services they have.

The most significant difference between the regular insulin and the rapid acting insulin is the onset. The onset for rapid-acting or lispro is 10-15 minutes, and for the regular it is ½-1 hour.

The Video Case Assignment: Chapter 5 talks about TREK, a company that makes bicycles that was founded in 1976. The mission statement of TREK is “We create products we love. We want everyone to love riding bikes. We foster environments of creativity and innovation where the industry’s greatest thinkers can grow ideas into world-changing products that make us proud—products we ourselves love to use. We build for good, among friends, with integrity. We take care of our customers. We want our relationships to last if our bikes, so you can count on us to take care of you and do what’s right. We stand behind our bikes, and the people who ride them.” (Trek Bikes, n.d) Three of the marketing concepts that TREK is using is the Organizational buying

• Stopping all other projects would result in a considerable amount of sunk cost by BPS.

I work at Fresenius Kidney Care, one of the largest dialysis companies in the United States and the world. Our competitors are DaVita, DCI, and American Renal Associates. We all offer dialysis services to include hemodialysis, peritoneal dialysis, and home hemodialysis to the community. Although our strategies and methods of execution are primarily the same, there are some differences. One difference is that my company, Fresenius Kidney Care, diversifies into other dialysis services that the other three competitors aren’t involved in. Fresenius Kidney Care has its own pharmacy, it’s own pharmaceutical services, and it makes and distributes dialysis machines and disposable products. Fresenius Kidney Care has also formed strategic alliances

Drugstore.com should seek to either re-establish its relationship with Anderson, or hire another firm with broad knowledge and insight into the healthcare and pharmaceutical industry, in an effort to conduct various training sessions for all management. Drugstore.com should request Anderson to administer sessions on various levels to promote a continuous learning strategy internally. The tiered training sessions will enable such a strategy since certain classes will be considered pre-requisites to others, and all levels of management, including Senior Managers, will have the opportunity to continue their healthcare education. Since the nature of the industry is in the midst of restructuring, employees must be educated about these changes and how they will affect both the company and their individual roles. Senior Management must particularly utilize the benefits of hiring such a firm and work very closely with them to understand how drugstore.com can sustain a competitive

1-Now that you have a diagnosis, explain the etiology of the patient’s presenting signs and symptoms. Include discussion of all symptoms and discuss how they may or may not be tied into the diagnosis or differential diagnosis.

From a product management perspective, we decided to look at the 4C’s: Category, Competition, Customer, and Context.

Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Pricing Competition Positioning Next Target Customer Pragmatist function manager Fix a problem business process Application focus, standardized Recruited for specific whole product Direct sales transitioning to VARs Value-based, pain motivated Market vs. market Niche market leadership Adjacent niche market

The purpose of this qualitative, multiple-case study is to investigate leadership barriers and organizational process disconnections that have led to the marketing of potentially unsafe medical devices. Many qualitative studies (e.g., Iden, 2012, Oakland, 2011, Obeidat et al., 2014, Pater, 2013, Raeesi et, al., 2013, Rising et al. 2012, Seethamraju, 2012, Suckley et al., 2013; Storbacka, 2012, Talib et al., 2011; Tucker et al., 2013) have been conducted on organizational barriers and disconnection. However, no studies were located related to the marketing of potentially unsafe medical devices. In the proposed study, factors that influence or hinder the manufacture of safe and effective medical devices will be identified and explored.

Please EXPLAIN the concept of sunk cost effect and give a personal example from your experiences.

Sheffield Surgical Ltd (SSL) is a SME which manufactures high quality stainless-steel and titanium surgical instruments. It has built outstanding reputation and significantly expanded. However, the sales are gradually declining whilst having continuous rise in operating costs. The Current Traditional System (CTS) has displayed much frustration. Therefore, SSL is considering the concept of ‘Beyond Budgeting’ for a remedial action.

A sunk cost is a cost that an entity has incurred, and which it can no longer recover by any means. Sunk costs should not be considered when making the decision to continue investing in an ongoing project, since you cannot recover the cost. However, many managers continue investing in projects because of the sheer size of the amounts already invested in the past. They do not want to "lose the investment" by curtailing a project that is proving to not be profitable, so they continue pouring more cash into it. Rationally, they should consider earlier investments to be sunk costs, and therefore exclude them from consideration when deciding whether to continue with further investments. Like in this project, which the marketing consultants were hired to assess the demand for the product, that 250,000 should be ignored and it is a sunk cost in the fact that it has already been incurred and in the Net present value, we only consider the future incremental cash flow.

3. What should Medical-Surgical lead user team recommend to Dunlop - the 3 new product concepts or a new business strategy?

In the search for the best market segment, TEAM converged on large organizations that deal with a significant numbers of patients, organizations which purchase medical equipment in bulks, and organizations located in dense baby-boomer populated areas. The more narrow market