Radiometer, founded in 1935 in Denmark, became the leader in blood gas analysis equipment and accessories across the world by 2013. The company made the distribution efficient by selling directly and through distributors to point-of-care locations, central laboratories of hospitals, and to non-hospital medical locations.
Danaher Corporation of U.S. acquired the Radiometer in January 2004. Radiometer, after this acquisition, started to improve its processes by utilizing the Danaher Business System (DBS), which was a part of the company’s culture that the company often used with the aim of improving company’s growth and leadership skills.
However, after the evaluation of last decade performance, the CEO, Peter Kurstein, found various challenges that Radiometer still encountered. It found difficult to succeed in the world’s largest market, USA. What should be the ways to make turnaround in the US? Then it also had the challenge of strategic growth. The two giants in pharmaceutical industry, Siemens and Roche, were putting the significant investment in various diagnostic segments.
What strategies should Radiometer pursue to respond? What are the others potential segments in the diagnostics that Radiometer needs to consider? While the direction of acquiring HemoCue by Quest Diagnostics would yield the desired results for Radiometer? As Quest Diagnostic had announced the selling of HemoCue, which is a Swedish based worldwide niche leader in hemoglobin testing.
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