Based on its innovative medical devices for the treatment of sleep apnea, CEO Peter Farrell, ResMed has made Australian born of a successful global company. But the company is trying to implement a strategy of expansion unit from its core oriented market a much broader market for people suffering from stroke and congestive heart failure, an approach that involves a completely different business model to sell GM products through new channels. This problem is exacerbated by the organization in which key resources R & D and production are located in Australia, while the main markets are in the United States and Europe. To conclude the event, Farrell must decide what action to take on several fronts. Strategically, it must decide whether to continue the implementation of the five-year initiative to expand the market, organizational, it must decide whether the locus of the initiative should be moved from Australia to Germany, the most promising market for stroke and CHF applications and management, he has to decide how to deal with the management team that struggled with this new initiative so long. "Hide
by Christopher A. Bartlett, Andrey N. McLean, Meg Woźny Source: Harvard Business School 24 pages. Publication Date: April 26, 2004. Prod. #: 304051-PDF-ENG
Related Case Solutions & Analyses:
Are You a Vigilant Leader
Art Online
Employees: The Key Link to Corporate Reputation Management
Licensing of APOEP1.B Peptide Technology
Carlos Ghosn and Nissan Motor Co. LTD. (A)
Microsoft and the Tax Reform Act of 1986
Managing Intellectual Capital: Licensing and Cross-Licensing in Semiconductors and Electronics
Creativity in Decision Making with Value-Focused Thinking
Evolution of Eli Goldratts Theories of Management: From Chicken Coops to the Theory of Constraints
Applichem (A)
