Neomed Case Study Summary

Nucleon has a strong patent for a niche area of cell regulating proteins and its therapeutic properties. It requires venture capital to bring drugs to clinics fast and before the competition gets there first. The company needs the venture capital to finance the pilot manufacturing facility for Phases I & II trials but also to establish process and manufacturing processes for scaling up production from a laboratory environment to a commercial plant. The drug would be clinically tested for treatment of burns and kidney failure, but CRP-1 has the potential for many other therapeutic uses .

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

This is a case about Eric Peterson, who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra, a subsidiary of Scientific Materials (SciMat), was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.

MedImmune is dedicated to helping patients live better lives through advances in science and medicine. Hundreds of thousands of patients have benefited from their products, which are designed to treat or prevent infectious diseases, cancer and inflammatory diseases (Wikipedia, 2012). Their extensive research and development efforts are focused on these same areas.

The Window of opportunity in this market seems to be just apt. The window may well remain open, long enough for them to enter the business, establish a competitive advantage and also build the firm. This is only predictably possible because there are no major players out there who are working on a similar product and Newland Medical already has a patent. The market size is roughly about $200 M , just right for entry and is well projected to grow.

NME’s provide a higher return, but rarely make it to market compared to LCM products. The displacement of excess funds can either be invested into further research or be distributed to employees annually. If reinvested, additional capital could be used to further fund NME’s, or to market LCM’s. Evaluating individual projects and devoting special attention to their expected profitability or fit could produce alternatives as well. General Practitioner (GP), Niche, and Specialized products also offer additional lines of alternative products for evaluation and consideration.

This week’s case looks at the critical situation occurring at Riverview Regional Medical Center located in Etowah County, Alabama. The medical center, located near a strong competitor, is run by a veteran in the hospital management market, Mr Matt Hayes. Hayes is actively in the process of developing new ideas and revolutionary steps in an attempt to remain competitive in the market and regain profitability. The overall performance of Riverview Regional Medical Center appears to have decreased throughout multiple departments except outpatient surgical procedures, outpatient CT imagining, MRI imagining and inpatient MRI scans.

The company is so large that no one drug can lift it from its current sales doldrums. In addition, the company was once highly attractive to investors, but its recent stock price fell to 1997 lows. This may put pressure on the company to attempt acquisitions at a time when the company is ill-equipped to integrate a new company into its organization, and it is engaged in a cost-cutting program at a time when it may need to invest even more in research and development (McTigue Pierce, 2005).

The threat level is still low because the first trial of bioresorbable failed and the second generation has not yet fully convinced surgeons. But most doctors seem open to the idea or already use some of the bioresorbable derivatives to substitute some of Synthes` products today. The difference from the first generation bioresorbable products to the second one improved drastically and the third generation could eventually be almost as effective as today’s solutions. If Synthes is not fully prepared there could be a very big threat to the company not only in sales but also reputation because they are known for being the top dog and always offering the newest products for internal fixation. A company with a similar strategy (affiliation to AO, good sales reps, high quality product) could not only imitate but also substitute if the product part were to be able to be effective and accepted by doctors. Although there are threats in a competitive industry such as this one, we believe that Synthes has enough actual and probable competitive advantages to sustain throughout time as a leader in the internal fixation industry. When we discuss the S-Curve for Synthes, we could see that bioresorbable technology is slow and improving poorly because it is not understood quite well. If anybody gets it right we could see the acceleration process and this is where Synthes would be highly

Financial security remains one of the hospital’s major challenges. Branding is also an issue. Tufts-NEMC does not have a strong presence in the local community, and can improve its standing among other AMCs. Findings its place among its competitors and creating a legacy are key components of sustainability.

high hopes of patients and investors, and now his task was to lead the company to do so.

Why would a world-renowned organization, Mayo Clinic, already know for quality embark on a quality improvement journey?

EXECUTIVE SUMMARYSilicon Valley Medical Technologies (SIVMED) was founded as a research and development firm. In the beginning, SIVMED performed its own basic research, obtained patents on promising technologies, and then either sold or licensed the technologies to other firms which marketed the products. The firm has since then grown and is now contracted to perform research and testing for larger genetic engineering firms, biotechnology firms, the US government, and is now widely recognized as the leader in an emerging growth industry. SIVMED's founders were relatively wealthy individuals when they started company, and they committed a great deal of their own funds to the venture. Their personal funds, however, were soon exhausted by the

Nucleon is a small biotechnology start-up with a very promising potential product (CRP-1), which is also the first product that Nucleon is planning to go into the clinic market. Nucleon has reached to human clinical trials phase with its product and it has no manufacturing facilities that satisfy the guidelines for these clinical trials and testing. Nucleon is on the verge of making a critical choice of manufacturing strategy, which will affect Nucleon’s survival in the intense competition in the long haul. Nucleon management is aware of the facts that they have a limited budget to start with, the financial environment in biotechnology is rapidly changing and establishing the safety and efficacy of products like CRP-1 is

The strategic implications for Vertex attempting to fund and develop four drugs are as following: