Ecton - Disruptive Technology

Ecton is going to position the company to be acquired but the board of directors and clinical advisors has some concerns about the ramifications of that plan. This paper evaluates Cannon’s Phase III Plan on March 1998. Cannon proposed a path for the next year containing five major points (Edward, 1999, 8 and 9). The bottom line of this proposal is positioning Ecton to be acquired by the end of the 1998. One of the crucial concerns of this acquisition is the possible effects on “Ecton’s product development process”. Another concern Cannon holds is the ability of Ecton to penetrate a very harsh market fills with big, established, and advanced manufacturers. Also, Cannon is not sure on how to approach specific market

When a certain point is reached regarding a company’s success, a set of different opportunities arise and partnerships may unfold. However, with every possible strategy available, risks and benefits also come into play; without discarding any of them beforehand, every option is a strong candidate until a final decision is made. In this case study we will analyze the current business strategy pertaining

Innovation and innovation strategies are critical to keeping companies competitive in their chosen fields of endeavor. Consumers benefit significantly from the availability of and access to the latest in technology. This paper

Marketing will be rewarded for coming up with new and innovative ways to capture a greater share of the market by developing quality relationships with new customers and cultivating stronger relationships with existing ones. This will be supplemented by sharing the value of our unique and personalized software for all customers, especially for smaller entities that have differing needs from a larger organization. Whereas, Research and Development will be rewarded for their ideas on how to create new and exciting technology to share with our customers. Research and development needs to remain nimble to provide customized products to meet every customer’s needs. They will also need to be agile to adapt existing products for utilization in new areas of the medical field, like physical therapy or dentistry. By rewarding these two critical talent pools with incentives, we hope to encourage and foster a friendly competitive spirit within the

Innovation is a cornerstone for any organization aspiring to set their visions high. The accentuation of an enterprise that needs to develop technology expeditiously would be: advertisement insights, analysing major trends and the need of a flair for professionalism which often brings us to crowdsourcing alternatives. "Innovation is: production or adoption, assimilation, and exploitation of a value-added novelty in economic and social spheres; renewal and enlargement of products, services, and markets; development of new methods of production; and establishment of new management systems. It is both a process and an outcome." (Edison & Torkar, 2013)

Invention is the result of a long study, research, and experimentation (Innovation, n.d.); Innovation is “the discovery and the execution of pioneering ideas that create value” (Greco, 2011), in other words, new application of known concepts. A practical example of invention is the alkaline battery that provided a light-weight, small, and portable power source; innovation applied this concept to anything possible from communication devises, mecanich and construction tools, and even toys. Technical workstream leaders understand that innovators are today’s competitors reducing times, and maximazing profits with new techniques; but inventors have the potential to reshape the landscape of today’s markets leaving dominant companies out of bussiness. Who remembers door-to-door salesmen or “dear John”

Weaknesses: no success abroad; low brand awareness; lack of the international experience of the executives; etc.

Risks: Due to lack of core competencies in the area of manufacturing, there is a high risk of failure due to mistakes and poor execution particularly working on a first large scale project. There is also a risk that if the trial is unsuccessful, the plant will be

3. What restructuring option – Icahn’s spin-off proposal or the company’s targeted stock proposal – will create the most value for shareholders? For creditors? For the firm’s other stakeholders?

This course for juniors and seniors explores firm strategies related to innovation and technological change. We focus on how the success of technological innovations—new products, processes, and services—depends on the firm’s business model. Other key topics include intellectual property rights and the management of technological uncertainty through organizational arrangements such as corporate venturing, spinoffs, and alliances.

Bottom-line, they put all their eggs in one basket; they failed to have a backup product to develop a quick revenue stream to further fund their long-term goal. However, without a crystal ball that was a difficult decision.

The presented analysis, recommends in our opinion, the best course of action in the proposed acquisition of the Torrington Company:

Successful IPO offerings by Quintiles and PPD and their subsequent growth to top 5 CROs in the industry (refer appendix 1), Kendle can follow the same strategy and obtain required capital through IPO. Threats: Kendle is losing contracts to larger CRO’s with international presence, industry consolidation, presence of numerous fragmented CRO’s worldwide, growth of many start-ups through financial roll-up strategy, many CRO’s are on an acquisition spree and Kendle is losing bids to companies such as Collaborative due to shortage of capital, ClinTrials negative performance is affecting other CRO stocks. Competitors: The fragmented CRO industry has hundreds of players ranging from small, limited-service providers to full-service CRO’s, and global drug development corporations which possess significantly greater capital, and other resources than Kendle. CROs compete on the basis of experience, medical and scientific expertise in particular therapeutic areas, quality of work, the capability to handle extensive trials worldwide, medical database management capabilities, and relevant technology to advance research. International presence with strategically located facilities, proximity to clients, and financial capability and cost efficiency are also necessary. In order to build these capabilities for competing effectively, the CRO industry is consolidating as

Ecton Inc. has innovated a new concept echocardiograph imaging system. This concept challenges the conventional use of imaging system which was dominated by HP, Acuston, and ATL. Ecton Inc. has made their product compact and mobile as compared to conventional imaging system which weighed more than the average NFL Linesman. Now that Ecton Inc. is in the final phase of the product development cycle they have two options. First is that Ecton Inc. should rollout the product. This will require considerable capital input and similar strengths in marketing, sales and production as they have in the engineering team. Second option which was also their original plan in the Phase 3 plan (March 1998) was to be acquired by an established Large company who already have the skills to market the product and have established distribution channels. This report focuses on Ecton’s market position, examines its future choices and offers a recommendation.

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.