Erik Peterson at Biometra: Case Analysis 
ERIK PETERSON AT BIOMETRA-CASE ANALYSIS
EXECUTIVE SUMMARY:
Biometra is a small company based in the Boston suburb of Woburn which was recently acquired by Scientific Materials (SciMat), in order to deepen its portfolio in vascular medical devices. Biometra focused chiefly on catheters, or tubes used to drain or inject fluids or to allow access of surgical instruments for medical procedures. The catheter would be the first product ever launched by Biometra and so its success was critical for both the companies.
Erik Peterson was hired as the Product Manager in charge of sales and marketing of Biometra’s catheter, shortly after completing his MBA. Due to sudden resignation of the Vice President of peripheral and vascular devices as well as certain key Biometra managers, Peterson was promoted to be the Acting General Manager (GM). From the case we see that even though Erik Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.
CRITICAL PROBLEMS: 1) Revision of original sales and distribution launch target date from February 1 to April 1 and only 3 weeks to prepare for the launch. 2) Equivocation with KOLs regarding support from the company, increasing the likelihood that they would withdraw from working relationships with Biometra. 3) Strained dynamics between him and his team, as well as issues between team members. 4) Technical delays, in locating commercial manufacturing facilities of Biometra to Costa Rica, some of which have been resolved, while others which are still pending may affect the product deliverability. 5) Low involvement of management in the various launch issues of Biometra as well as indifference of Peterson’s boss Hardy to the urgency of decisions.
The following are the underlying causes of all the above problems: 1) Lack of Experience: Erik’s promotion to the position of General Manager was due to a sense of urgency and not on the basis of
EXECUTIVE SUMMARY:
Biometra is a small company based in the Boston suburb of Woburn which was recently acquired by Scientific Materials (SciMat), in order to deepen its portfolio in vascular medical devices. Biometra focused chiefly on catheters, or tubes used to drain or inject fluids or to allow access of surgical instruments for medical procedures. The catheter would be the first product ever launched by Biometra and so its success was critical for both the companies.
Erik Peterson was hired as the Product Manager in charge of sales and marketing of Biometra’s catheter, shortly after completing his MBA. Due to sudden resignation of the Vice President of peripheral and vascular devices as well as certain key Biometra managers, Peterson was promoted to be the Acting General Manager (GM). From the case we see that even though Erik Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.
CRITICAL PROBLEMS: 1) Revision of original sales and distribution launch target date from February 1 to April 1 and only 3 weeks to prepare for the launch. 2) Equivocation with KOLs regarding support from the company, increasing the likelihood that they would withdraw from working relationships with Biometra. 3) Strained dynamics between him and his team, as well as issues between team members. 4) Technical delays, in locating commercial manufacturing facilities of Biometra to Costa Rica, some of which have been resolved, while others which are still pending may affect the product deliverability. 5) Low involvement of management in the various launch issues of Biometra as well as indifference of Peterson’s boss Hardy to the urgency of decisions.
The following are the underlying causes of all the above problems: 1) Lack of Experience: Erik’s promotion to the position of General Manager was due to a sense of urgency and not on the basis of