個案資料
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Forus Health: Crossing the Disruptive Product Chasm
內容大綱
In April 2013, the co-founder and chief executive officer of Forus Health Private Limited sat in his office in Bangalore, India contemplating the future direction of his company. He was under pressure by his venture capital partner to rapidly penetrate the market for 3nethra — an innovative, multi-functional and low-cost ophthalmology device — before imitators stepped in. Given its features and advantages over expensive imported specialized tools, 3nethra could help address the huge challenge of preventable blindness in India, but after three years since inception, only 100 devices had been sold. Although the market opportunity was large, acceptance by the ophthalmology profession was key to gaining momentum. He had two choices: to maximize sales numbers through the scattergun tactic of going all out and all over the market or to build a sufficient base of positive word of mouth to gain the momentum necessary to pole-vault from the early to the mainstream market. How should he direct his sales team to take the company forward?
學習目標
This case can be used in an MBA or executive MBA program in a basic marketing management course to reach the following objectives:<ul><li>To apply the technology adoption cycle and the “crossing the chasm” perspective to high-tech marketing.</li><li>To evaluate the pros and cons of the scattergun and segmental approaches in the context of an entrepreneurial venture.</li><li>To discuss the challenges involved in positioning a versatile product that offers multiple potential applications across several segments.</li><li>To describe the complexity that characterizes the segmentation exercise in an embryonic market.</li><li>To recognize the predicament of an entrepreneur driven by venture capital pressures to scale up rapidly.</li></ul>