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Meli Marine, a container shipping company, is facing an important strategic decision after an interesting acquisition opportunity presents itself. Founded in 1974 by the Chang Family, the Singapore-based company has carved out a niche in the intra-Asia transport market. After years of success, eroding business conditions caused a financial crisis and a new CEO, David Tian, was brought in. Tian created a successful strategic change effort that resulted in a more stable but slower-growth company. More than ten years later, Meli Marine has a rare and affordable opportunity to acquire the larger shipping vessels it needs to move into a global market. Tian and his board must decide to whether to expand the franchise into Asian-North American shipping lanes, as key competitors have done, or continue with its current conservative business model.

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The case updates events since the Court's ruling against Myriad Genetics on March 29, 2010 and should be used in conjunction with Gene Patents (A). On July 29, 2011, a US Appeals Court reversed the prior ruling against Myriad. On September 16, 2011, the first major overhaul of US Patent law in nearly 60 years was signed into law. Among other provisions, the law moved the US to a first• to-file priority when granting patents, as was the practice in most of the rest of the world. Many felt this change would help to reduce the amount of patent litigation. The case ends with the Supreme Court's 9-to 0 on March 29, 2012 ruling against another company in a case similar to Myriad's. Within five days of that decision, the Supreme Court remanded the Myriad case back down to the Court of Appeals for reconsideration.

Healthpoint Services sought to address rural India's shortage of quality and affordable healthcare with a multi-service platform that comprised telemedical health clinics called eHealthpoints, clean drinking water, a diagnostic lab, and a pharmacy. Could they convince rural Indians to leapfrog from local healers to telemedicine? And could they convince Investors that their capital Intensive, bundled offering was a high-growth, self-sustaining venture? Healthpoint Services grappled with multiple challenges: changing mind-sets of patients and investors, generating traffic at their eHealthpoints, expanding their product portfolio, and growing within and outside India.

Technology transfer from U.S. universities to industry has increased dramatically in the last 25 years. Reviews the history of technology transfer with particular emphasis on the Bayh-Dole Act of 1980. It then examines how universities responded to Bayh-Dole, the growth of technology transfer offices, and compares how three different universities (MIT, Stanford, and Harvard) approach technology transfer. Provides an overview of the technology transfer process and issues around current practices.

In March 2010, U.S. District Court Judge Robert Sweet overturned 30 years of legal precedent and ruled that unaltered human genes could not be patented. This case reviews patent law and how it relates to our increasing knowledge of the Human Genome. The case issues deal with the potential implications of Judge Sweet's decision for biotechnology entrepreneurs and investors.

Per the Patient Protection and Affordable Care Act (PPACA), which President Obama signed in 2010, states would be required to create state-wide health insurance marketplaces - the Health Benefit Exchanges (HBEs) - in which individuals and small employers could choose from a set of easy-to-compare, tightly regulated health plans. This case explores how Horizon Blue Cross Blue Shield of New Jersey would have to decide whether and how to compete in New Jersey's HBEs.

The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to implement computerized provider order entry (CPOE) across all of its hospitals and the challenges they faced in doing so. Issues such as standardization of care, how to handle medication reconciliation, and unexpected challenges (e.g., changes to the post-op ordering process, lack of a human gatekeeper to monitor order flow, increase in lab orders). Dr. Bill Bornstein, Chief Quality and Medical Officer of Emory Healthcare in Atlanta is responsible for the smooth implementation of CPOE at Emory Healthcare, which is a vital part of their $50 million electronic medical record initiative. By June 2009, CPOE had gone "live" at Emory University Orthopaedics and Spine Hospital, Emory University Hospital, and Wesley Woods Hospital in a staged rollout. While Dr. Bornstein felt good about how the implementation had gone thus far, as he looked ahead next month to July 13, 2009, the fast approaching go-live date for Emory University Hospital Midtown (EUHM), he was concerned about the challenges and possible perils that lay ahead. He considered what additional actions he should take to prepare for go-live at Midtown, and if Midtown was ready for CPOE at all. One thing was certain; this hospital was different. The Computerized Provider Order Entry at Emory Healthcare case presents one hospital system's efforts to grapple with the challenges of implementing CPOE and the reactions that result. Issues such as how to deal with a workforce that has mixed views about the value of implementing such systems, the pros and cons associated with standardization of care, as well as how to deal with unexpected changes to work processes are brought out in the case. The case also allows for discussion of how to plan a phased implementation with adequate time for organizational learning to occur between the time that various sites "go live."

Primedic is a Mexican start-up that aims to deliver affordable primary and preventative healthcare to those at the base of the economic pyramid. The company is about to exhaust its first round of venture capital funding, and the business model has yet to gain traction. How should the business model be changedm and should the venture capitalists continue to fund the company?

PIavix, one of the world's best selling drugs in 2010, appears to have a limited future. Its patent was due to expire soon and recently new data had been discovered which indicated that a small subset of the population would be at risk for stroke, heart attack or even death if they took PIavix. As a result the FDA had added a black box warning-the agency's most severe--to Plavix's label in 2010. In addition, it had been discovered that the common combination of Plavix and Prilosec, an over-the-counter drug, could adversely affect patients. Finally, Plavix faced new competition from two new drugs with different mechanisms of action. This case reviews the recent history of Plavix in greater detail to encourage a discussion of the following questions: How might the current manufacturers of Plavix handle these emerging threats to their leading blockbuster? How might Plavix's potential competitors utilize Plavix's mixed history to their advantage? How should genotyping be integrated into the clinical care of patients in the light of emerging knowledge?

The Brigham and Women's Physician's Organization (BWPO) and its corporate parent disagree over who has jurisdiction over significant legacy funds. Are they controlled by the BWPO or do they belong to BWPO's corporate parent? The BWPO and its corporate parent must negotiate who has control of the funds which impacts how the funds may be used.

The case describes the various reactions of doctors and administrators to the solutions they developed.

The case describes how the Brigham and Women's Physicians Organization and its corporate parent resolved the issue of how the disputed funds would be distributed and used.

Shurgard, a U.S.-based firm that rents storage facilities to consumers and small businesses, is considering financing options for rapid expansion of its European operations. Five years after entering Europe, Shurgard Europe has opened 17 facilities in Belgium, France, and Sweden. Along the way, Shurgard has encountered skepticism from both European consumers and investors about the unfamiliar self-storage concept and internal debates on how much to adapt the U.S. business model to European lifestyles. Wall Street analysts also do not value the impact that the European expansion could have on Shurgard's U.S. performance as a publicly traded Real Estate Investment Trust (REIT). As an alternative, to finance this expansion, Shurgard received a proposed deal from a consortium of banks and other investors where they would provide private equity financing spaced over the next few years plus a line of credit. In return, the investors would receive a large share of Shurgard's equity and control of its board, which could force a public offering in less than two years. The decision focuses on whether Shurgard Europe should accept the conditions and valuation of the proposed deal or seek another deal at a later point in time. Students must assess whether the self-storage business model can deliver the growth rate in Europe that the company has promised its potential investors. Involves calculating some basic estimates of the company's value from financial exhibits (enterprise value using an EBITDA multiple). Main focus is to assess this as an entrepreneurial venture. Students do not need to be familiar with REITs.

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In May 2007, Amgen Inc. (Amgen) received disappointing news from the European Medicines Agency (EMEA) that its drug Vectibix, developed to fight metastatic colorectal cancer, had been rejected. This was especially surprising news given that a similar rival drug had received approval several years prior. Moreover, Vectibix had also received Food and Drug Administration approval in 2006. During additional trials, Amgen has learned that the Vectibix is only effective with the 60% of the population that has a specific gene marker. Given this development, what should Amgen's strategy around Vectibix be both in Europe and the United States?

Novasys has developed a new medical device and procedure for the treatment of female stress urinary incontinence that is cheaper and can be performed in doctors' offices. In spite of FDA approval, the American Medical Association has been unwilling to approve the product for reimbursement. The case deals with the company's struggle to obtain a reimbursement code.

Several top surgeons at NewYork-Presbyterian hospital (NYP) are receiving financial and administrative support to advance their surgical device inventions through the earliest stages of commercialization.

Dr. Bill Lemont is the new chief medical officer of a large academic medical center. During his first week on the job he has become aware of the abusive behavior and temper outbursts of a prominent orthopedic surgeon. How Dr. Lemont handles the situation will be scrutinized inside and perhaps outside the hospital.

Ginger Graham, CEO of Amylin Pharmaceuticals, joined the company with the expectation of taking the company's signature drug, Symlin, to market. However, unforeseen regulatory challenges have put the approval process in jeopardy. At the same time the company has a second drug, Byetta, in its pipeline. Graham must decide how to manage the company's limited resources while also finalizing another deal that has huge future potential. Graham knows that Amylin's immediate success depends on its ability to commercialize its products but its long-term success depends on replenishing its pipeline. Can the company do it all successfully?