個案總覽

Entrepreneur Nassib Chamoun has created an innovative anesthesiology device that monitors patients' consciousness levels during surgery. This case tracks how Chamoun and his executive team built the infrastructure of the company and actively managed the adoption process through product design and development, clinical trials, close work with regulatory agencies, selection of appropriate lead users, and active management of the learning process for the lead users. Now faced with a relatively unfavorable market and increasing competition, Chamoun must decide how to increase current and future adoption of the monitor. Three options are presented: contracting for OEM deals with large, well-established distributors; expanding the range of services offered to include other aspects of the perioperative process; and exploring the use of the monitor in other clinical areas such as Alzheimer's.

Outlines the growth of an innovative diabetes disease management organization from 1994-99. Having demonstrated the success of their model in managing diabetes populations in Texas and New York State, the CEO and president must decide the future strategy of the company and figure out where their core competencies lay. Options include focusing on the current model (which is based on developing strong patient-caregiver relationships and on immediate access to clinical data via database technology), branching into online health assessment tools, or conducting research on health and cost outcomes for pharmaceutical, medical device, or insurance companies. Illustrates the importance of aligning incentives of clinicians, hospitals, and patients to effect behavior change. Students can discuss the types of financing markets in which the company's model will work best, who is best suited to provide this type of disease management, and who should pay for it (e.g., physician, hospitals, pharmacists, insurance companies, or outside providers).

Supplements the (A), (B), (C), and (D) cases.

Describes the start-up, strategy, organizational design, and operations of SCORE! Educational Centers, an after-school tutoring enterprise. Alan Tripp, founder and CEO, is faced with growing organizational stresses and a looming venture capital deadline. Examines Tripp's leadership, management style, and strategy. Focuses on the steps he takes to build the company into a viable organization.

Supplements the (A) case.

Supplements the (A) case.

Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, self-owned company into a professional organization. Focuses on the steps Waldron takes to address a growing employee morale problem. Concludes as Waldron must decide whether or not to alter the company's recruiting strategy.