The Carolinas (CBCC) was prepared to replace first community center in North Caroline to an improved stage. In a long term planning withdrawal he asked the Board of Directors to assess seven strategic alternatives and offer expertise to help in determining the future course of the centre: Increase provision of specialized blood services in it. Pooling donors for sickle cell patients, 2. Offering cord blood storage, 3. Creating a therapeutic apheresis /transfusion service or 4. Become a Center that supplies a reference laboratory for other blood centers in the area; 5. Improve blood stock management software usage for the current hospitals of the area so that CBCC became their only provider of blood; 6. Expand geographical serving. Re double attempts to increase donations through added group websites, enhanced promotion, more attention to current donors, and so on. Although the community needed all the alternatives, CBCC did not have unlimited resources. Further, health care reform loomed on the horizon. Certainly, to serve the community, CBCC needed to not only survive, but also flourish in the near term. Which of the choices would enable accomplishment of that aim for the most recent FDA-licensed community blood center?
PUBLICATION DATE: March 05, 2015 PRODUCT #: NA0329-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
Related Case Solutions & Analyses:
Mavens & Moguls: Creating a New Business Model
WPP–Integrating Icons to Leverage Knowledge
dpms. – The Price of Earned Media
Showrooming at Best Buy
Creating a Corporate Advantage: The Case of the Tata Group
State Bank of India: ”SMS Unhappy”
Lincoln Financial Group (B): Making LFD a Reality, Spanish Version
Marketing the “$100 Laptop” (C), Spanish Version
Policy by Design: The Dawn of Behaviourally-Informed Government
Smartick vs. Khan Academy: A Marketing Strategy for Moving Free Users to a Paying Model
