個案總覽

The case relates the growth story of a transformative medical diagnostics company as it moves from idea to maturity at a critical time when leaders must determine what to do about the falling stock price. As the case unfolds, it shows how an idea for transforming cervical cancer testing was converted to a proof-of-concept, followed by years of scientific and technological research to create products. The case portrays gaining FDA approval while short on resources, persuading skeptical insurers to pay for a new diagnostic test, and managing the challenges of subsequent growth, profit, and maturity while facing the emergence of new technologies and competitors. Students are asked to adopt the role of a newly hired vice president of business development to decide how to address the company's situation. They must identify and frame the problem, generate alternatives and evaluate them critically, then prepare recommendations for an upcoming board meeting. Students take into account industry and company data as well as strategic realities. They examine what makes creating, growing, and managing a science- and medicine-based company different from doing so with other technology companies, especially consumer hardware and software with which students tend to be most familiar. Color printing of the case is recommended for clear interpretation of exhibits.

The case tracks the creation and growth of a social enterprise, Made By Survivors (MBS), founded by Sarah Symons and John Berger. Inspired by a documentary on sex trafficking and a visit to a Nepalese non-profit that helped women freed from sex trafficking (survivors), Symons conceived the idea for a business that would help survivors become financially independent and restore their lives. With Berger's help, she launched MBS to sell handicrafts, stationery, and home goods in the United States, all products that were made by survivors in several countries, thus providing them a source of income. To grow sales, the co-founders tried different means of selling, altering the product mix, partnering with suppliers, starting production on their own, and designing products to increase appeal to U.S. customers. The case ends with the co-founders wondering how to multiply revenue to benefit greater numbers of survivors. Should they modify their business model or adopt a new one? Modify their organization's mission and identity? The case asks students to generate ideas for high growth and determine MBS's strategic direction.