VALUABLE ASSETS
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
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38% of its sales come from its MedSurg products segment, which produces medical and surgical equipment. 17% of its sales come from Neurotechnology and Spine products, which produces spine and CMF implants, interventional spine equipment, and neurovascular products.
Stryker continues to have a consistent flow of new products that expand markets. They just recently bought MAKO Surgical Corp. for $1.65billion, which develops robotic technology for hip and knee replacement surgeries. As long as Stryker continues to develop innovate new products and acquire its competition will continue to gain market share.
Stryker has a Quick ratio of 3.08, which shows it has the ability to meet any short-term cash needs. Stockholders Equity has increased by 8.18% from Q2FY12 to Q2FY13. This tells me that it is very unlikely that they will face any financial difficulty in the near future. It also indicates they have the cash flow to continue growing through acquisitions.
DISRUPTIONS
One disrupter for Stryker and all companies in the med tech industry will be the new Affordable Health Care Act. The Affordable Health Care Act will include a 2.3% excise tax on medical devices. For Stryker, 2.3% of their revenues is $100million dollars, which is 20% of their R&D budget. This would be a direct hit and will have a significant impact on Stryker especially since 65% of their revenues come from the United States. In 2012, U.S.
McKesson, now “the world’s largest health care services company,” has a combined customer base of about 5000 hospitals, 25,000 retail pharmacies, 35,000 physician practices, 10,000 extended care sites, 450 pharmaceutical manufactures, and 2000 medical-surgical manufacturers (Chicago tribune 1998). Mckesson has a 13.2% market share of the Health Information Technology industry and employs roughly 37,000 people. Mckesson’s hospital information system solutions includes their electronic health record system (HER, Total Coordinated Care product suite, InterQual Decision support products,
The firm shows positive health for the Shareholders Equity with an equity ratio of 44.2% in 2011 and increasing to 45.2% in 2012. Calculating the percent of total assets that shareholders would receive in the event of company liquidation looks positive and very healthy for any investors or shareholders of this firm. The interest coverage ratio is also at a value that is significantly positive 14.0% in 2011 and 12.8% in 2012. Although 2021 shows a decrease, the company is still very capable of generating sufficient revenues to cover their interest payments on any debt they have incurred.
All of these measures are consistent with the idea that Medtronic is able to produce cash to meet debts as they come due. If the current and quick ratio proved that the company was carrying a large percentage of current assets as compared to current liabilities, and if the debt didn 't make up a majority of the stockholder 's equity, the ranking would have been higher.
It will be a win-win strategy for every participant in the medical devices supply chain. In details, first, MTC could form a strategic alliance to hospital ‘innovators’, such as Cleveland Clinic, to develop new high tech device. Patent could create a new revenue stream for both parties. Moreover, MTC would know earlier and react faster about what surgeons really need from the company’s next devices. At the same time, hospitals would be willing to cooperate due to the gain through such early involvement program. Second, implementing low unit of measure (LUM) Lean/JIT systems between distributors and hospitals. RFID tags could provide information on locations of medical device. Accordingly, manufacturer/distributors would have visibility to hospital’s items and control the order lead time to maintain a least landed cost. It is a desired result for distributors since they are more willing to shift from the traditional bulk model of shipping inventory in full-case quantities of use. Third, a higher percentage of ‘on-contract’ purchase benefit the cost saving which has become an important supply chain metric in leading hospitals. Last, supply chain touch points create potential safety issues and unnecessary expenditure. MTC should give a scrutinize of current process, in addition, eliminate touch point such as off-site
This report will entail an intricate analysis of Stryker’s financial statements while developing our acquisition financing strategies. It will identify and evaluate debt and equity financing to confirm how it affects the cost of the acquisition. Lastly, this report will look ahead into the future growth strategy, product line offerings and technology distribution.
Distribution: With the growth of medical IT, retailers need to include telemedicine products to keep up with consumer demand. Strong national distributors like Shoppers and London Drug have already established themselves as trustworthy suppliers of healthcare products and give strong brand equity to the products they stock.
The Kent, Leonard, Adam and Scotts (KLAS’) investment services team evaluates the current success of healthcare technology and services companies along with projected future success through the KLAS Fingerprint. The tool is a result of years of research by our KLAS analysts around which key factors drive provider success and vendor retention. As a part their investor services, KLAS
Overview: Johnson & Johnson (J&J) operates in 265+ companies throughout 60+ countries, with a workforce of 126,500+ employees throughout three business segments (Johnson & Johnson, n.d.). From 2006-15, J&J’s total sales improved from $50.5 to $70.1 billion, and total net earnings climbed from $10.1 to $15.4 billion (Johnson & Johnson 1, n.d.). The medical device* segment amounted to 35.9 percent of 2015 total revenues (Johnson & Johnson 2015, n.d.). This analysis shall review the supply, demand, and market equilibrium, as well as production costs and the market structure, for an artificial hip implant.
Changes to the health care market occur rapidly, bringing the need for stability in purchasing various products and services. Since 2007, our national medical sales distributor, Diagnostic Connections strives to provide the best products and services to our sales representatives. In turn, our highly qualified sales team uses various marketing, sales, medical consulting and management techniques to deliver superiority products.
Its product related diversification strategy, through series of successful acquisitions, has made the company the biggest player in the US Health care industry. Diversifying the company into industries with high growth rates and potential profitability enabled the company to outperform its competitors who depends mostly only one product division.
Ohmeda’s ineffective sales strategy for large urban hospitals was a serious problem. Market share for anesthesia equipment among urban hospitals with >700 beds) was just 22.7%, significantly lower than all other segments. At 39.8%, market share for urban hospitals with 500 – 699
In 2000, Merck began to cooperate with Schering-Plough on several research products and in 2009 acquired their longtime partner in an effort to diversify its products and reach a broader consumer base. With challenges that include rising prices of research and prescription drugs, Merck has managed to forge forward and overcome obstacles. Merck’s survival has been a subject of speculation many times throughout the years; from the 2004 recall of their top selling drug (Vioxx) due to undesirable side effects to the recently curtailed trials of their very promising new anti-clotting drug (Vorapaxar) due to negative trial results. Kenneth Frazier, Merck’ CEO, has also come under heavy criticism due to his unconventional decision not to cut research budgets in order to increase profits. This strategy differs greatly from the usual path and it has cost Merck investor confidence which resulted in lowered stock prices . Although Merck has been subjected to challenges throughout their history they have always managed to stay afloat and maintain their reputation as a leader in healthcare.
Target corporation was given the name in 2000 and was the work of its top hierarchy after they had decided to expand the organization further from Dayton’s to a name it recently has as a growing corporation in US and worldwide with customers of over 20 million. It is not just the number of people that access the store but extent to which this store had reached out to its customers who worked in a subservient manner.
The healthcare industry is currently in a state of transition. Several issues are driving the transition, such as, the effort to reduce disparity of care, cost containment, and technology. The United States government altered the healthcare paradigm when it implemented legislation know as the Patient Protection and Affordable Care Act (ACA). The following is an overview of external factors that will have potential impact for the Mayo Clinic in the coming years.
This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.