Healthymagination at GE Healthcare Systems
Case Analysis
Healthymagination at GE Healthcare Systems
Table of Contents
1. Executive Summary
The key issue facing GEHS today is that despite high potential growth in both the developed and developing markets traditional B2B marketing lines are slow; the buyers control the power and the end consumer (patients) sees GEHS and its competitors as “faceless” corporations and their countries health care services as lacking. End users want cheaper, better quality, and more accessible healthcare and GEHS wants to grow market share and improve reputation.
While GEHS is the current market leader there is tumultuous change happening in the market with the aging population, the increasing health education of the populace via the internet, and the increasing standard of healthcare in all countries. This is coupled with GEHS’s new adherence to the healthymagination strategy to create shared value in all its product offerings.
As such the decision to pursue production on the following product offering must be made with the goal of organic growth, value creation of 15%, market share growth, profit growth and balanced against the risk factors.
1. HepEcho
2. TEEmax
3. UltraLipo
4. Omega
Based on market and internal competency analysis the decision to pursue TEEmax, UntraLipo, and Omega was made. The campaign will focus on the end user in order to facilitate a pull strategy and lessen the sales life cycle while giving consumers what they want- choice.
2. Problem Statement
With significant public scrutiny and US health reforms at top-of-mind due to the Affordable Care Act General Electric (GE) is poised to turnaround their near decade worth of poor financial results. GE Healthcare Systems (GEHS) is a key growth area for the company and there is high potential growth in both the developed and developing markets in a variety of health categories. However, traditional B2B marketing lines are
Healthymagination at GE Healthcare Systems
Table of Contents
1. Executive Summary
The key issue facing GEHS today is that despite high potential growth in both the developed and developing markets traditional B2B marketing lines are slow; the buyers control the power and the end consumer (patients) sees GEHS and its competitors as “faceless” corporations and their countries health care services as lacking. End users want cheaper, better quality, and more accessible healthcare and GEHS wants to grow market share and improve reputation.
While GEHS is the current market leader there is tumultuous change happening in the market with the aging population, the increasing health education of the populace via the internet, and the increasing standard of healthcare in all countries. This is coupled with GEHS’s new adherence to the healthymagination strategy to create shared value in all its product offerings.
As such the decision to pursue production on the following product offering must be made with the goal of organic growth, value creation of 15%, market share growth, profit growth and balanced against the risk factors.
1. HepEcho
2. TEEmax
3. UltraLipo
4. Omega
Based on market and internal competency analysis the decision to pursue TEEmax, UntraLipo, and Omega was made. The campaign will focus on the end user in order to facilitate a pull strategy and lessen the sales life cycle while giving consumers what they want- choice.
2. Problem Statement
With significant public scrutiny and US health reforms at top-of-mind due to the Affordable Care Act General Electric (GE) is poised to turnaround their near decade worth of poor financial results. GE Healthcare Systems (GEHS) is a key growth area for the company and there is high potential growth in both the developed and developing markets in a variety of health categories. However, traditional B2B marketing lines are
References: GE Heathmagination. (2013, March 17). Retrieved from http://visualization.geblogs.com/visualization/aging/ White, E. (2011, March 20). General Electric Healthcare. Contagious Magazine Issue 26, pp. 66-77. Retrieved from http://www.contagiousmagazine.com/assets/magpdf/issue26/GE_case_study_26.pdf