Ge Medical Case Study: " in China for China"

Many health care professionals think that if patients are just treated with respect, then cultural issues will be avoided. That statement is not the correct.

This charge is also another revenue stream for the hospital and contributes to the ROI of the equipment. GE, which is the manufacturer of the equipment, indicates that the equipment has a viable life span of up to 15 years, but the warranty only covers the first 6 years of use (Price, 2011). The above figures are a clear indication that the MRI equipment can provide the hospital with an adequate return on investment. These figures, the machine’s lifespan, and the growing demand for MRI scans serve to justify the purchase of the equipment. Other factors that enhance the returns from the equipment include:

The Chinese culture is built around thousands of years of tradition. Understanding these Chinese beliefs and social influences may benefit you when attending to someone of this culture.

Genicon is a firm with ten years of domestic experience and some actual global success. Genicon was successful in America, but it quickly understood that it would be hard for them to have viable growth, because the health care buys medical equipment through GPOs. As a small firm it was tough to obtain a contract from GPOs since their financial arrangement encouraged them to buy equipment from big companies. Consequently, Genicon decided to go global and catch growing demand there. It became the smallest firm to sell products to European clients with the assistance of BSI. Genicon is already in over thirty international markets and is looking in particular at the rapidly emerging markets - Brazil, Russia, India and China - as potential new opportunities

Use to identify risks during pregnancy and so any problems can be identified and solved early

GE Healthcare is a unit of the wider General Electric Company. It has a global orientation, employing more than 46, 000 staff committed to serving healthcare professionals and patients in over 100 countries. It is headquartered in the United Kingdom (UK)-the first GE business segment outside the United States. It has a turnover of approximately $ 17 billion. The headquarters hosts GE healthcare corporate offices as well as finance, sales, global sourcing departments, X-Ray marketing, manufacturing, design and shipping. The finance and sales departments at the headquarters handle GE Healthcare’s high level decisions, but each modality often has its own similar

The United States is ranked below China, Algeria and Iran when it comes to health care. The United States is ranked 46 among 48 countries. (Huffingtonpost.com, 2013)

2). Raytheon has several resources strengths, such as strong brand reputation, established customer space, and patents. With more than 95 years operating in the A&D industry, Raytheon has established credibility and reputation in the A&D customer communities, shareholders, and other stakeholders. From corporate social responsibility awards, to best place to work for, to customer awarded recognitions, Raytheon has won many industry-recognizable awards and accolades (“Raytheon Recognized”, 2017). Since with years of business, Raytheon has served the defense and other customers and strengthened the customer relationship over time. This is an important resource in winning and maintaining the government contracts. Additionally, Raytheon has more than 745 patents filed with the United States Patent and Trademark Office (“Raytheon’s Patents”, 2017). These resources are important for Raytheon’s ability to create technologically advanced and cost effective products, services, and solutions for the customer and to satisfy the shareholders’ expectation.

The variables which I believe are important to take into consideration when making this decision includes: the number of health care centers and hospitals, governmental corruption, taxes, political risk, opportunity cost for new business development, industry growth rate, and a general “gut feeling” from reading the case. As a result of thorough analysis, I believe that Brazil is the most ideal market for Genicon to enter. This is because: there is a high demand for an innovative, disposable/surgical product which Genicon can cater to, the regulatory process is swift and cheap (which is critical for Genicon’s successful expansion plan), the competition is relatively weak on both the import and domestic fronts, and the country is experiencing an overall economic growth.

Another discerning factor of the healthcare industry found in the case analysis is that per capita expenditure on health is increasing, but still the cost of healthcare is much lower compared to other countries. Genicon will need to enter the market this market with a pricing strategy of market penetration. The structure of the healthcare industry comprises of both public and private sector, which entails that the investments of Genicon will be much safer since it will have access to two alternative markets. One possible drawback of entering Brazilian market is the high degree of regulation of the market by government. Regulators have imposed limitations on price increases of

In the medical sales industry, most of the competitive advantage comes from the doctor preference. Because of the high cost and amount of time that it takes to learn how to use a different company’s medical equipment, most doctors use one company’s products for life. Stryker has always recognized the existence of brand loyalty and has made it a top priority to develop excellent relationships with its customers. Hospitals that use Stryker’s equipment are more likely to continue to buy from Stryker because of their diverse product offerings. The key factors that differentiate Stryker from its competitors are innovation, reliability, service and reputation. As of December 31, 2010, Stryker owned approximately 1,125 United

The healthcare system in China has made considerable advancements in recent years to make health treatment accessible. In 2009, China launched an ambitious healthcare reform plan to provide health insurance coverage for nearly 95 percent of its citizens. The reform also included efforts to reduce out-of-pocket expenses for citizens. However, despite these changes, China’s progress is hindered by inefficiency and corruption. For a large developing country, and one that has the world’s largest population, it is imperative for China to improve its healthcare. The intent of this paper is to gain an understanding of China’s healthcare system by reviewing its development from the beginning of the Communist party takeover in 1949 to the present, and the differences in healthcare between rural and urban regions of mainland China.

To maintain its leading position GE posses Advance Technology Programs witch conduct researches in nanotechnology, molecular medicine, energy conversion, advance propulsion, sustainable energy and organic electronics (General Electric Company, 2012). One of the advance technologies that GE and SI have in common is the research in molecular imaging and diagnosis; GE trying to create new tools for physicians so in the future they could better and faster diagnose person’s diseases with their own molecular makeup (Ciabuschi, 2005). Siemens Ag on the other hand is trying to improve MRI’s so they can create a single continuous move which will result in faster scanners and increase image quality and they are also doing researches in the molecular department. On the other hand GE and

The Omega Ultrasound System would be the best choice to green light for the Healthymagination initiative. After assessing all the potential products, we determined that the lack of concrete metrics, difficulty or uncertainty in measuring outcomes, or clinical relevance to the Healthymagination goal rendered the TEEMax, UltraLipo, and HepEcho unfit for launch. We’ve outlined justification for this decision in (Figure 1.), but we believe the Omega system provides the greatest opportunity for meeting Healthymagination standards with the best chance of obtaining definitive evidence to support the certification.

growth of Micromax can be attributed to the dynamic leadership of Mr. Sharma. An unparalleled