Perform a search on the Web for articles and stories about social engineering attacks or reverse social engineering attacks. Find an attack that was successful and describe how it could have been prevented.
Note: Your responses should not be a word for word rehashing of what is stated in the readings, but rather an integration of the concepts and additional insights, either from real world experience or additional sources. It should be a 250 word response to my question
My School And Its Culture
As illustrated in the introduction discussion this week, each of you has experienced a unique journey through a variety of educational experiences throughout your lives. Naturally, some of these experiences will have contributed to your personal development and identity with greater impact than others. Furthermore, many in-school variables have affected your educational journey.After reading selected materials from Week One, you should now be familiar with the research that describes the relationship between social class and school success (Chapter 7 and the Funds of Knowledge (Links to an external site.)Links to an external site. help by students and their families). You will use this knowledge as a foundation for completing this assignment.For this assignment, describe a school-related experience that you believe influenced your identity either positively or negatively or both. You will analyze this experience and reflect on all the factors that might have shaped it, and the different ways these experiences shaped you. This analysis will include an examination of factors related to school (such as social class, socioeconomic status, diversity, family issues, etc.) that you believe influenced your schooling. This type of analysis provides a powerful introduction to learning more about the relationship between culture, education and how such factors can impact school.In your paper, include the following:Describe your selected school experience that influenced your personal identity development. (1 points)Describe the school where your experience took place including (a) school characteristics, (b) student population characteristics, (c) socio-economic background of the families affiliated with the school, (d) the family structures represented, and (e) values, behaviors, and symbols that would be considered normal in that community (microculture). (2 points)Explain the influence that your family’s “funds of knowledge” and social capital had on your ability to succeed in your school; address your success in the following three areas: academic success, social success, and emotional success. (1 points)Explain, using specific examples, how educators could use information about culture and individual student identities to make effective instructional decisions. (1 points)If you are enrolled in the MAED Program, it is imperative that you keep copies of all assignments completed in this course. You will return to them for the portfolio that you will create in your final MAED course. This portfolio is a culminating project that will demonstrate that you have met program outcomes.Review this week’s Instructor Guidance for additional information about completing this assignment. Contact your instructor for clarifications about this or any assessment in the course before the due date using the “Ask Your Instructor” forum. Then, also using the Grading Rubric as a guide for your performance on this assignment, construct your assignment to meet each of the content and written communication expectations.Review your assignment with the Grading Rubric to be sure you have achieved the distinguished levels of performance for each criterion and submit the assignment for evaluation no later than Day 7.The My School and Its Culture paperMust be two to three double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center (Links to an external site.)Links to an external site..Must include a separate title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust use at least 3 scholarly, peer-reviewed, credible sources in addition to the course text.The Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.)Links to an external site. table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.Must document all sources in APA style as outlined in the Ashford Writing Center.Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center.
Zoonotic Disease Response Paper
Paper: Zoonotic Disease Response
Becoming familiar with the environmental health factors that influence the transmission of zoonotic diseases and the areas of responsibility for public health professionals in responding to these events.
TOPIC: Anthrax Outbreak in Cattle. It has been reported by a livestock operation that cattle are dying from what seems to be a fast moving and unknown illness. Samples were collected and sent to a local university laboratory for analysis. The results confirmed that the cattle had ingested naturally occurring Anthrax spores. Over course of this outbreak, additional cases occurred on adjacent ranches, and by the time the disease was identified, more than 60 head of cattle were dead and at least 20 to 30 people were exposed.
To Prepare: . Think about your role as current or future environmental health/ public health professional and how you might address the scenario. Also, think about the responsibilities and services you may be called upon to carry out for the community.
To Complete: Submit a 5-8-page paper addressing the above topic that you were provided. Read the below Assignment Instructions.
· Follow the instructions you received with the topic
· Include an APA style title page
· Include APA style headings for each section
· Cite the sources within your text in APA style
· Include an APA formatted reference list at the end of your paper.
Instructions for students
According to the Centers for Disease Control and Prevention, a zoonotic disease is defined as “a disease spread between animals and people. Zoonotic diseases can be caused by viruses, bacteria, parasites, and fungi” (CDC, 2017).
For this assignment, you will prepare a paper on the environmental health functions and public health responsibilities related to the above scenario:
Your paper must include the following:
· A title page, in APA format.
· Section headers, in APA format, for each section below:
· Provide a scholarly analysis of the zoonotic disease in the above scenario, highlighting the unique attributes of this illness, and support why it is a public health concern. Explain the situational background and why a public health response would be warranted.
· Describe the animal to human disease transmission process for this scenario, considering the unique epidemiology and environmental health factors that influence this disease transmission. What challenges/barriers can you expect to face, given this information?
· Describe the core public health roles and responsibilities that are key to both preventing and responding to the event. Include in your response how local, state and federal public health agencies may work together in controlling the spread of this zoonotic disease. Explain and support what resources and/or partnerships may be needed to respond to this incident.
· Describe the specific public health disease control and community protection procedures that you feel will best protect the community and support why. Discuss disease investigation and control, exposure treatment, animal disposal, and public information dissemination.
· Provide a summary/conclusion to support the public health significance and your recommendations for action.
· Cite all sources used within your text and be sure to follow APA format.
· Provide an APA formatted reference list at the end of your paper.
Miss Ever's Boys (Video) Assignment
Miss Ever’s Boys
I. Please provide an answer to each of the following. For each topic, write the topic and then the answer. (5 points)
a. Parties involved in the study: _________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
b. Funding source and amount___________________________________________________ c. Unit of analysis_____________________________________________________________ d. Independent and dependent variables__________________________________________ e. Method for Selection of Participants____________________________________________ f. Research findings___________________________________________________________
II. Provide a detailed discussion of the following topics. Be sure to utilize the literature
and the film as the basis for your discuss. Make sure you site the specific section of the film when appropriate. A minimum of 7 references are required for this section. The nine sections should be written in APA format with headings that correspond with the nine sections listed below (20 points)
a. Provide a critical evaluation of the role and responsibilities of the researchers b. What is the role of the IRB c. Provide a detailed discussion on how the government/public health failed the research
participants, and families d. Describe how this study impacts the attitude of African Americans and other minorities
toward government and any other research entities. e. The study asks a basic research question: is the rate and progression of syphilis in the
Black male the same as that for the White male. Is that, in your opinion, a legitimate scientific question? Explain: What are the ethical implications in this study?
f. The study paid the subjects $50 for a coffin and burial services. a. Did that seem fair to you? Why or why not? b. If the study had been done exactly the same way it was actually done, but the payment to subjects had been $100,000, would that have seemed fair to you?
g. What were the cultural and interpersonal forces that permitted the Tuskegee study to continue for 40 years?
h. What events, both in the United States and around the world, occurred during the time of study that might help us understand why the study was conducted?
i. Why is it important to obtain informed consent? How might informed consent have changed the outcome of this study?
Article/Research Paper Review – STRIDE (V2)
For this assignment, you will select a current (within the last 2 years) article or research paper to review. The article your select MUST be different from the one you reviewed for the Lesson 3 assignment. You may select any article or research paper that is related to Threat Modeling, and specifically references STRIDE. The attached rubric will provide more information on the content requirements, but here is a short list of what I want:
1) Your review should be 1/2 to 1 page, single spaced.
2) Please upload a Microsoft Word document to submit your review.
3) You should summarize the content of the article or paper and explain how it relates to STRIDE and Threat Modeling.
4) Provide your own assessment of the article. (Did it make sense? Did you learn anything from it? Do you agree or disagree with the content?)
5) Use the APA style for the paper and any references.
NOTES:
– Select ONE paper or article. That ONE paper or article should be the ONLY item referenced. Do NOT turn in a paper with multiple references. This isn’t a reference paper contest. I want you to simply select ONE research paper or article THAT SPECIFICALLY ADDRESSES STRIDE. Then I want to see two things: read #3 AND #4 above.
– PLEASE pay attention to #5. You reference MUST be in APA format AND you MUST provide a reference indicator in your submission when you reference the paper or article. You will lose points (yes, multiple points this time) if I cannot decipher your reference. [This is an exercise to get you ready for the upcoming residency weekend.]
– ALSO, pay attention to #1. I will not read past 1 page for this assignment. (If you want to include a nice cover page, that’s fine and I’ll consider the first page of the body as page 1, but a cover page is not required.)
– And finally, this is an INDIVIDUAL effort. Do not submit group work as your own.
Benchmark – Schizophrenia Safety Plan: Case Study Ted
Read the Topic 5 Ted Case Study.
Create a 1,200-1,500-word safety plan for a client similar to Ted, who had been diagnosed with schizophrenia that addresses potential depression and suicidality.
Include the following in your safety plan:
- What symptoms would a client with schizophrenia exhibit? What symptoms did Ted display?
- How would you have addressed Ted’s symptoms related to delusions, hallucinations, and depression?
- What other diagnosis might Ted have been misdiagnosed with and why?
- Describe which theories would have been most effective and which theories would have been least effective for treating Ted’s schizophrenia. Explain your rationale.
- Describe treatment options for addressing all of Ted’s symptoms.
- Explain how a client’s religious or spiritual beliefs come into play during the process of dealing with depression and suicide.
- Include at least five scholarly references in addition to the textbook in your paper.
Case Study: Ted
A single man of 40 years of age named Ted cut his carotid artery at home. He had suffered from chronic schizophrenia, dominated by paranoid symptoms, for 20 years. During his illness, Ted had spent a total of 12 years in mental hospitals; individual hospitalizations had varied in duration. While he was hospitalized, his bizarre delusions of altered body states and his experiences of being controlled by external, often invisible, agents rapidly disappeared. He had death wishes and suicidal thoughts since the onset of his schizophrenia. Death wishes also stopped soon after hospitalization.
Over the years, opinion about Ted changed and his condition began to be regarded as hopeless. He was difficult to treat; he accused personnel, was unreliable, acted pretentiously, and reacted by acting out. Four years before committing suicide, he had to be transferred to another mental hospital. Two years before his death, he was transferred to a halfway house belonging to the hospital, because the staff feared that his dependence on the hospital might become excessive. After his transfer to outpatient care, his suicidal tendencies increased. Six months before committing suicide, he lost his long-term nurse. Subsequent treatment consisted of occasional office visits with a psychologist or psychiatrist.
Just before committing suicide, Ted tried to enter the hospital where he had been during the initial phases of his illness. He had suffered increasingly for a few months from paranoid fears of being murdered. He threatened to commit suicide unless he was admitted to the hospital, but the threat was considered demonstrative and hospitalization was brief.
The day before he committed suicide, he visited his childhood home and became afraid that a group of men had surrounded the house. He repeated his wish to enter a mental hospital. During his final night, his state changed. According to his father, the Ted was exceptionally calm on the day of his death. The father said, “He no longer seemed afraid of anything.”
Adapted from:
Saarinen, P. I., Lehtonen, J., & Lönnqvist, J. (1999). Suicide risk in schizophrenia: An analysis of 17 consecutive suicides. Schizophrenia Bulletin, 25, 533-542.
© 2017. Grand Canyon University. All Rights Reserved.
How Does Deployment Affect The Family And Loved Ones Of Military Servicemen?
Now that you have written the outline for your essay, it is time to write the first draft. Please access your resources through the resources tab, and then course materials. These resources can be found under “other.”
- Review the attached “Writing a Five-Paragraph Essay” resource to help guide you through the structure of a five-paragraph essay.
- Review the media piece The Writing Process to help you prepare your first draft.
- Review your outline feedback from your instructor to help you prepare your first draft.
- Write the first draft of your five-paragraph expository essay, which should be 750-1,000 words.
- Review the First Draft Rubric to help you make sure all elements are present in your essay. This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
- Review the attached “Essay Checklist” to help you review and make sure your essay includes the following:
- An introductory paragraph with a thesis statement.
- Three body or supporting paragraphs.
- A concluding paragraph.
- In-text citations and a reference page. (Remember to reference and cite any supporting information you are taking from your articles-if it is not your original thought, there needs to be a citation and reference.)
Prepare this assignment according to the guidelines found in the GCU Style Guide, located in the Student Success Center.
Submit the completed First Draft to TurnItIn (TII) and review your report BEFORE submitting to your instructor. Access the additional instructions how to understand your report in your resources.
Once you know your first draft is ready to submit to your instructor, submit the completed assignment to the final assignment drop box by the end of Topic 4 (Sunday, by 11:59pm, Arizona Time).
HSA 599: Fall 2017 Strayer University-GE Assignment
Determine two (2) emerging trends in the external environment that prompted General Electric (GE) Healthcare to develop a new strategy for the production and marketing of a low cost Electroencephalography (EEG) machine in bottom of the pyramid markets (BOP).
Examine two (2) internal barriers GE Healthcare faced when developing its BOP market in India and determine the manner in which they hindered GE Healthcare’s growth in this market segment.
Analyze two (2) of the significant external barriers that GE Healthcare faced when trying to meet its marketing goals in the Indian market. Propose two (2) ways to address these barriers.
Analyze the specific steps GE took in developing its strategy to grow its BOP market. Determine the manner in which those actions apply to the principles of strategic thinking and strategic planning.
Determine the manner in which GE Healthcare’s strategy to improve its position in BOP markets contributed to the organization’s value chain in both emerging and developed markets.
HSA 599: Fall 2017 Strayer University−Online
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HSA 599: Fall 2017 Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
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− Print only − Online only
HSA 599: Fall 2017 Table of Contents
“GE Healthcare (A): Innovating for Emerging Markets” by Singh, Jasjit 1
“GE Healthcare (B): A CSR Dilemma” by Singh, Jasjit 13
Bibliography 17
i
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GE Healthcare (A): Innovating for Emerging Markets
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
07/2013-5776
This case was written by Jasjit Singh, Associate Professor of Strategy at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2011 INSEAD
COPIES MAY NOT BE MADE WITHOUT PERMISSION. NO PART OF THIS PUBLICATION MAY BE COPIED, STORED, TRANSMITTED, REPRODUCED OR DISTRIBUTED IN ANY FORM OR MEDIUM WHATSOEVER WITHOUT THE PERMISSION OF THE COPYRIGHT OWNER.
1
Copyright © 2011 INSEAD 1 07/2013-5776
“If GE doesn’t come up with innovations in poor countries and take them global, the new competitors from the developing world will… GE has tremendous respect for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to compete with them; they will never destroy GE. By introducing products that create a new price-performance paradigm, however, the emerging market giants very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside the U.S. Opened in 2000, the $175 million centre had grown to about 4,300 technologists (about 1,100 in Healthcare) by 2010.4 India was an attractive base not just for cost reasons but also for an ample supply of world-class talent and the presence of some well- known educational and research institutions in an otherwise relatively less developed country.
JFWTC carried out R&D for GE businesses in areas as diverse as healthcare, energy, aviation and transportation. Its traditional focus had been addressing the needs of developed market customers. However, there was now an increasing emphasis also on products tailored for emerging markets like India, including those developed specifically for particularly low- income customers (the so-called “bottom of the pyramid” or BOP).5
1 Jeffrey R. Immelt, Vijay Govindarajan and Chris Trimble, “How GE is Disrupting Itself”, Harvard Business Review, October 2009.
2 Tarun Khanna and Elizabeth A. Raabe, “General Electric Healthcare, 2006”, Harvard Business School Publishing Case 9-806-478.
3 “GE Healthcare exploring distribution tie-ups”, Business Line (The Hindu), March 10, 2010. 4 Joe Leahy, “A nation develops”, Financial Times, January 11, 2010. 5 Dibeyendu Ganguly, “How GE’s Bangalore engineers are taking on technology challenges”, The Economic
Times, October 2, 2010.
2
“If GE doesn’t come up with innovations in poor countries and take them global, the new competitors from the developing world will… GE has tremendous respect for traditional rivals like Siemens, Philips, and Rolls-Royce. But it knows how to compete with them; they will never destroy GE. By introducing products that create a new price-performance paradigm, however, the emerging market giants very well could. Reverse innovation isn’t optional; it’s oxygen.”
GE CEO Jeffrey Immelt and co-authors1
GE Healthcare
As of 2010, GE Healthcare was a $17 billion division of the $180 billion giant General Electric, employing over 46,000 people worldwide. It was created in 2004 after GE Medical Systems was merged with British bioscience/medical imaging firm Amersham and several healthcare IT firms as a part of CEO Jeffrey Immelt’s increased emphasis on R&D.2
GE Healthcare had a strong track record in selling high-end medical imaging and diagnostic products globally. It operated in India as Wipro GE Healthcare, a 51:49 joint venture with Wipro. Partnering with a leading Indian company had helped GE address the regulatory constraints and institutional complexities of operating in India as a foreign multinational.3
India as a Base for Global R&D
GE had four major sites for its R&D efforts: the U.S. (Niskayuna), India (Bangalore), China (Shanghai) and Europe (Munich). Additional research centres in Brazil (Sao Paulo) and the U.S. (Detroit) were also being considered. In locating R&D overseas its chief considerations were availability of talent and being close to important markets.
The John F. Welch Technology Centre (JFWTC) in Bangalore was GE’s largest R&D centre outside the U.S. Opened in 2000, the $175 million centre had grown to about 4,300 technologists (about 1,100 in Healthcare) by 2010.4 India was an attractive base not just for cost reasons but also for an ample supply of world-class talent and the presence of some well- known educational and research institutions in an otherwise relatively less developed country.
JFWTC carried out R&D for GE businesses in areas as diverse as healthcare, energy, aviation and transportation. Its traditional focus had been addressing the needs of developed market customers. However, there was now an increasing emphasis also on products tailored for emerging markets like India, including those developed specifically for particularly low- income customers (the so-called “bottom of the pyramid” or BOP).5
1 Jeffrey R. Immelt, Vijay Govindarajan and Chris Trimble, “How GE is Disrupting Itself”, Harvard Business Review, October 2009.
2 Tarun Khanna and Elizabeth A. Raabe, “General Electric Healthcare, 2006”, Harvard Business School Publishing Case 9-806-478.
3 “GE Healthcare exploring distribution tie-ups”, Business Line (The Hindu), March 10, 2010. 4 Joe Leahy, “A nation develops”, Financial Times, January 11, 2010. 5 Dibeyendu Ganguly, “How GE’s Bangalore engineers are taking on technology challenges”, The Economic
Times, October 2, 2010.
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India as a Healthcare Market
As of 2010, India’s healthcare industry was worth about $30 billion and was expected to double in size in the next five years. Estimates put the medical devices market segment somewhere in the $3 billion to $6 billion range, with growth of between 10% and 15% a year.
Of the 700 domestic healthcare device makers in India, most only made low-value products such as needles and catheters. Of the few that did produce more sophisticated equipment, few could match international players in terms of quality or performance. Nevertheless, they typically had a significant cost advantage, which made them formidable competitors in mass markets where customers had limited purchasing power and were highly price sensitive.
High-quality specialist products came mainly from MNCs like GE, Siemens and Philips, with GE being the #1 provider of diagnostic equipment like ECG, MRI, CT and ultrasounds. Given the price points, however, most of the $400-500 million annual revenue of GE Healthcare in India had come from sales to large hospitals.6
GE Healthcare had recently launched a global $6 billion “Healthymagination” campaign, with stated goals of reducing the cost, increasing access and improving the quality of healthcare around the world. This included significant investment in solutions for BOP patients.7 In addition to providing growth opportunities and building new capabilities for emerging markets, this was expected to be good for GE’s corporate social responsibility (CSR) image.
GE Organization in India
In 2005, GE had set a revenue goal for India of $5 billion across all businesses by 2010. But it had actually realized less than $3 billion by 2010. Within the Healthcare division, India still accounted for less than 2% of revenues. Recognizing that this fell far short of potential, Immelt set an ambitious 30% annual growth target for GE India over the next five years in order for the Indian business to cross the $10 billion mark by 2015.8
A key barrier to GE’s growth in India had been its inability to fully tap into the mass market. Since sales from India comprised a tiny fraction of overall sales, the idiosyncratic needs of the Indian market did not get much attention in the highly centralized global organization. As a result, even R&D initiatives carried out in India had a tendency to gravitate towards meeting the needs of the relatively high-end segments that resembled GE’s developed market customers. A senior leader at GE Healthcare summarized the problem: “We were selling what we were making [rather than] making what the customers here needed.” 9
To overcome the above challenges, GE introduced a new “in country, for country” strategy for India. This involved two key changes in the organizational structure. First, on the geographic dimension of the organizational matrix, India was now to be treated as an
6 Rina Chandran, “In India, for India: medical device makers plug in”, Reuters, July 5, 2010. 7 “GE Healthcare recognized for its efforts to take healthcare to the masses in India”, GE Healthcare Press
Release, September 13, 2010. 8 Josey Puliyenthuruthel “GE Learns New Tricks in India” Business Today October 31, 2010. 9 “Reverse Innovation: GE Makes India a Lab for Global Markets” Knowledge@Wharton May 20, 2010.
3
India as a Healthcare Market
As of 2010, India’s healthcare industry was worth about $30 billion and was expected to double in size in the next five years. Estimates put the medical devices market segment somewhere in the $3 billion to $6 billion range, with growth of between 10% and 15% a year.
Of the 700 domestic healthcare device makers in India, most only made low-value products such as needles and catheters. Of the few that did produce more sophisticated equipment, few could match international players in terms of quality or performance. Nevertheless, they typically had a significant cost advantage, which made them formidable competitors in mass markets where customers had limited purchasing power and were highly price sensitive.
High-quality specialist products came mainly from MNCs like GE, Siemens and Philips, with GE being the #1 provider of diagnostic equipment like ECG, MRI, CT and ultrasounds. Given the price points, however, most of the $400-500 million annual revenue of GE Healthcare in India had come from sales to large hospitals.6
GE Healthcare had recently launched a global $6 billion “Healthymagination” campaign, with stated goals of reducing the cost, increasing access and improving the quality of healthcare around the world. This included significant investment in solutions for BOP patients.7 In addition to providing growth opportunities and building new capabilities for emerging markets, this was expected to be good for GE’s corporate social responsibility (CSR) image.
GE Organization in India
In 2005, GE had set a revenue goal for India of $5 billion across all businesses by 2010. But it had actually realized less than $3 billion by 2010. Within the Healthcare division, India still accounted for less than 2% of revenues. Recognizing that this fell far short of potential, Immelt set an ambitious 30% annual growth target for GE India over the next five years in order for the Indian business to cross the $10 billion mark by 2015.8
A key barrier to GE’s growth in India had been its inability to fully tap into the mass market. Since sales from India comprised a tiny fraction of overall sales, the idiosyncratic needs of the Indian market did not get much attention in the highly centralized global organization. As a result, even R&D initiatives carried out in India had a tendency to gravitate towards meeting the needs of the relatively high-end segments that resembled GE’s developed market customers. A senior leader at GE Healthcare summarized the problem: “We were selling what we were making [rather than] making what the customers here needed.” 9
To overcome the above challenges, GE introduced a new “in country, for country” strategy for India. This involved two key changes in the organizational structure. First, on the geographic dimension of the organizational matrix, India was now to be treated as an
6 Rina Chandran, “In India, for India: medical device makers plug in”, Reuters, July 5, 2010. 7 “GE Healthcare recognized for its efforts to take healthcare to the masses in India”, GE Healthcare Press
Release, September 13, 2010. 8 Josey Puliyenthuruthel “GE Learns New Tricks in India” Business Today October 31, 2010. 9 “Reverse Innovation: GE Makes India a Lab for Global Markets” Knowledge@Wharton May 20, 2010.
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Copyright © 2011 INSEAD 3 07/2013-5776
independent region (on a par with the U.S. and China). As a former GE Healthcare employee put it, “In our global meetings, India overnight went from getting only two slides in the GE International presentation to getting a whole presentation on its own.”
The second organizational change was that GE India was the first country to be made a profit and loss centre on its own. The Indian business heads were to now report primarily to the country CEO, with only a dotted-line link to the global business heads. Immelt said: “We will treat GE India just as we would any other GE business with its own growth strategy, leadership development and budgeting processes.” Managing the entire local value chain from India itself was expected to improve local adaptation and speed up decision-making. 10
The 39-year old T.P. Chopra – an Indian who had been the country CEO in the old organization – was replaced by John Flannery, a senior vice-president from GE’s global leadership team. With the new CEO being well-connected with GE’s global business heads, it was hoped that decentralization of decision-making would not compromise on global integration of strategy and knowledge exchange would still take place across boundaries.
Rather than making development of “value-for-money” products targeting low-income markets also a responsibility for existing R&D teams, GE set up new product teams specifically for developing and commercializing such solutions. The local boost for R&D was complemented by enhanced efforts in local marketing, sourcing, manufacturing and service. Aggressive growth targets were set for adapting better to the Indian market, while also cutting costs drastically and achieving speedier decision-making through decentralization.11
A New ECG Device for India?
GE’s Healthcare division was an early adopter of the new “in India, for India” approach, with several new initiatives in this spirit having been started even before the new organization was fully in place, as was illustrated by GE’s efforts to develop inexpensive electrocardiogram (ECG) products specifically with the Indian market in mind.
Cardiovascular disease was the largest and still growing cause of deaths globally, accounting for over 17 million (or 30%) of all deaths.12 Non-communicable diseases had in the past been associated with the more affluent nations, but this was no longer the case. Over 80% of heart- related deaths now occurred in mid-to-low income countries, and over 2 million in India alone. Between 2005 and 2015, the Indian economy was projected to lose $237 billion due to the most common non-communicable diseases like heart disease, stroke and diabetes.13
The number of heart patients in India was already over 60 million (30% below age 40). India was expected to soon be host to more than half of all worldwide heart patients, making ECG testing of tremendous value in early detection. But as mainstream ECG machines (such as the
10 Such a restructuring was not needed for China because the Chinese business was bigger and able to directly influence global decision-making in response to its needs. Another strategic market being considered for such a structure had been Brazil, but less developed local R&D capabilities there made it less ideal.
11 “GE plans major investment in ‘for India’ facility” Business Line (The Hindu) September 17, 2010. 12 http://www.who.int/mediacentre/factsheets/fs317/en/ 13 “Cardiovascular diseases in India” Report by Deloitte and Assocham India, 2011.
4
independent region (on a par with the U.S. and China). As a former GE Healthcare employee put it, “In our global meetings, India overnight went from getting only two slides in the GE International presentation to getting a whole presentation on its own.”
The second organizational change was that GE India was the first country to be made a profit and loss centre on its own. The Indian business heads were to now report primarily to the country CEO, with only a dotted-line link to the global business heads. Immelt said: “We will treat GE India just as we would any other GE business with its own growth strategy, leadership development and budgeting processes.” Managing the entire local value chain from India itself was expected to improve local adaptation and speed up decision-making. 10
The 39-year old T.P. Chopra – an Indian who had been the country CEO in the old organization – was replaced by John Flannery, a senior vice-president from GE’s global leadership team. With the new CEO being well-connected with GE’s global business heads, it was hoped that decentralization of decision-making would not compromise on global integration of strategy and knowledge exchange would still take place across boundaries.
Rather than making development of “value-for-money” products targeting low-income markets also a responsibility for existing R&D teams, GE set up new product teams specifically for developing and commercializing such solutions. The local boost for R&D was complemented by enhanced efforts in local marketing, sourcing, manufacturing and service. Aggressive growth targets were set for adapting better to the Indian market, while also cutting costs drastically and achieving speedier decision-making through decentralization.11
A New ECG Device for India?
GE’s Healthcare division was an early adopter of the new “in India, for India” approach, with several new initiatives in this spirit having been started even before the new organization was fully in place, as was illustrated by GE’s efforts to develop inexpensive electrocardiogram (ECG) products specifically with the Indian market in mind.
Cardiovascular disease was the largest and still growing cause of deaths globally, accounting for over 17 million (or 30%) of all deaths.12 Non-communicable diseases had in the past been associated with the more affluent nations, but this was no longer the case. Over 80% of heart- related deaths now occurred in mid-to-low income countries, and over 2 million in India alone. Between 2005 and 2015, the Indian economy was projected to lose $237 billion due to the most common non-communicable diseases like heart disease, stroke and diabetes.13
The number of heart patients in India was already over 60 million (30% below age 40). India was expected to soon be host to more than half of all worldwide heart patients, making ECG testing of tremendous value in early detection. But as mainstream ECG machines (such as the
10 Such a restructuring was not needed for China because the Chinese business was bigger and able to directly influence global decision-making in response to its needs. Another strategic market being considered for such a structure had been Brazil, but less developed local R&D capabilities there made it less ideal.
11 “GE plans major investment in ‘for India’ facility” Business Line (The Hindu) September 17, 2010. 12 http://www.who.int/mediacentre/factsheets/fs317/en/ 13 “Cardiovascular diseases in India” Report by Deloitte and Assocham India, 2011.
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Copyright © 2011 INSEAD 4 07/2013-5776
MAC 5500 machine shown in Exhibit 1, priced at over $10,000) were designed to meet the needs and budgets of large modern hospitals, they only skimmed the top of the Indian market.
With per capita income just over $1,000 per annum, few Indians could afford expensive testing using high-end machines. However, affordability was not the only issue. People living in small towns and rural areas lacked easy access to hospitals. Simply producing stripped- down versions of GE’s existing products would therefore not suffice. There were unique challenges of the BOP to bear in mind, and the product and solutions would have to be suitable for the less sophisticated doctors that low-income patients typically relied upon. While price was generally important, these potential customers would also place a lot of importance on perceived quality and appropriateness of any product for their needs.
The MAC 400 ECG Device
GE management assigned the task of designing an ECG solution for India to the JFWTC. Using local R&D turned out to have three benefits. First, the team had a better knowledge of Indian customers. Second, it had greater awareness of off-the-shelf components available locally. Third, development costs were much lower than for an equivalent project in the U.S.
An ECG device targeting the BOP – called the MAC 400 (see Exhibit 2) – was developed in just 22 months, with development costs of about $500,000. (A similar global product development effort could have taken twice as long and cost several million dollars.) The device was small enough to fit in a backpack. At 1.3kgs it was much lighter than conventional models, which often weighed over 7kgs. It had rechargeable batteries that could be charged in three hours and allowed over 100 ECGs, or a week of operation, between charges.
The expensive printer typical of classic ECG machines was replaced by a small printing gadget adapted from a model used for portable ticket machines. The traditional 12-channel printer output in high-end ECGs was replaced by a three-channel output in the MAC 400. The full-scale keyboard was replaced by just four buttons, and the large graphical colour display by a small text-only display used for set-up. The machine had a simple one-touch operation, with embedded software interpreting the ECG data to print out a simple easy-to-read intuitive report. This eliminated the need for a specialist to tell whether a patient had a heart condition.
Importantly, the relentless focus on eliminating non-core features found in high-end ECG machines (such as on-screen display, advanced analysis, full network connectivity and inter- operability, barcode and magnetic card scanning, data storage and export, security, etc.) did not mean that the development team compromised on the core functionality. Employing the industry-standard Marquette 12SL algorithm that all GE’s ECG machines used, the analysis performed by the MAC 400 was as reliable as that of a full-scale ECG device.14
The MAC 400 was priced around $1,000, a third of the price of medium-sized conventional devices and under a tenth of many full-size models.15 The effective cost of a single electro-
14 “A special report on innovation in emerging markets: First break all the rules”, Economist Intelligence Unit Executive Briefing April 19, 2010.
15 Jena McGregor “GE: Reinventing Tech for the Emerging World”, Bloomberg Businessweek, April 17, 2008.
5
MAC 5500 machine shown in Exhibit 1, priced at over $10,000) were designed to meet the needs and budgets of large modern hospitals, they only skimmed the top of the Indian market.
With per capita income just over $1,000 per annum, few Indians could afford expensive testing using high-end machines. However, affordability was not the only issue. People living in small towns and rural areas lacked easy access to hospitals. Simply producing stripped- down versions of GE’s existing products would therefore not suffice. There were unique challenges of the BOP to bear in mind, and the product and solutions would have to be suitable for the less sophisticated doctors that low-income patients typically relied upon. While price was generally important, these potential customers would also place a lot of importance on perceived quality and appropriateness of any product for their needs.
The MAC 400 ECG Device
GE management assigned the task of designing an ECG solution for India to the JFWTC. Using local R&D turned out to have three benefits. First, the team had a better knowledge of Indian customers. Second, it had greater awareness of off-the-shelf components available locally. Third, development costs were much lower than for an equivalent project in the U.S.
An ECG device targeting the BOP – called the MAC 400 (see Exhibit 2) – was developed in just 22 months, with development costs of about $500,000. (A similar global product development effort could have taken twice as long and cost several million dollars.) The device was small enough to fit in a backpack. At 1.3kgs it was much lighter than conventional models, which often weighed over 7kgs. It had rechargeable batteries that could be charged in three hours and allowed over 100 ECGs, or a week of operation, between charges.
The expensive printer typical of classic ECG machines was replaced by a small printing gadget adapted from a model used for portable ticket machines. The traditional 12-channel printer output in high-end ECGs was replaced by a three-channel output in the MAC 400. The full-scale keyboard was replaced by just four buttons, and the large graphical colour display by a small text-only display used for set-up. The machine had a simple one-touch operation, with embedded software interpreting the ECG data to print out a simple easy-to-read intuitive report. This eliminated the need for a specialist to tell whether a patient had a heart condition.
Importantly, the relentless focus on eliminating non-core features found in high-end ECG machines (such as on-screen display, advanced analysis, full network connectivity and inter- operability, barcode and magnetic card scanning, data storage and export, security, etc.) did not mean that the development team compromised on the core functionality. Employing the industry-standard Marquette 12SL algorithm that all GE’s ECG machines used, the analysis performed by the MAC 400 was as reliable as that of a full-scale ECG device.14
The MAC 400 was priced around $1,000, a third of the price of medium-sized conventional devices and under a tenth of many full-size models.15 The effective cost of a single electro-
14 “A special report on innovation in emerging markets: First break all the rules”, Economist Intelligence Unit Executive Briefing April 19, 2010.
15 Jena McGregor “GE: Reinventing Tech for the Emerging World”, Bloomberg Businessweek, April 17, 2008.
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Copyright © 2011 INSEAD 5 07/2013-5776
cardiogram turned out to be less than $1, which was considered low enough for widespread adoption. Although the margins in selling MAC 400 were smaller than those on high-end equipment, GE hoped that the sales volume would justify the product nevertheless.
Some cost reductions naturally resulted from making a smaller size device with limited features, but savings also resulted from the creative use of standard parts available locally. Instead of using a customized processing chip, the R&D team came up with a clever solution relying upon a commercial chip that cost only a quarter of the price. Similarly, rather than developing a customized printer the team adapted one widely used in bus terminal kiosks.
As the MAC 400 was being developed, the local R&D team had access to all of GE’s accumulated knowledge. For example, by borrowing a process originating elsewhere for building fast plastic-mould prototypes, the team was able to avoid costly changes later by getting early feedback from doctors. Similarly, it was able to take GE’s past experience in developing printers for dusty conditions and fine-tune the printer’s suitability for ECG.
Describing the full potential of ultra-portable ECG devices like the MAC 400, a senior official at the JFWTC said, “It will become the stethoscope of cardiologists.”16 According to another official, “The dream would be to sell at least one device to each GP (general practitioner).”17
For cost-effective distribution, GE hoped to rely not just upon the network from its JV with Wipro but also to explore novel partnerships with pharmaceutical companies, surgical companies and large pharmacies. To educate potential customers it conducted courses on the technical aspects of using an ECG device as well as making the business case for investing in one. To help potential buyers overcome financing constraints, it tied up with State Bank of India, whose extensive rural network was used to arrange no-interest loans for buyers.
At the time when the MAC 400 project was initiated, GE had limited market research and distribution channels in place for the new customers it was trying to reach. Therefore, rather than evaluating the project purely on a financial basis, the company viewed it also as an experiment into the BOP opportunity more broadly and as a way to build resources and capabilities for the future. Other product categories where GE Healthcare was similarly trying to tap into low-income markets included baby warmers, X-ray and ultrasound systems.
As an experiment, the MAC 400 turned out to be a success not only in India but also in numerous countries worldwide where it was in fact often sold at higher price points. Even commercially, MAC 400 became a reasonable success by generating $20 million in revenues within the first two years. This was still a small fraction of the revenues for GE Healthcare as a whole, no surprise given that it was an early foray for GE into an unfamiliar market and that the entire ECG category anyway was a small part of the overall healthcare portfolio.
The MAC i ECG Device
While GE had hoped to use MAC 400 to reach the mass market, actual sales ended up being limited and to a large extent within the traditional customer segments. A better reach into the
16 “Frugal innovation”, Business Standard, June 13, 2009. 17 “GE Healthcare exploring distribution tie-ups”, Business Line (The Hindu), March 10, 2010.
6
cardiogram turned out to be less than $1, which was considered low enough for widespread adoption. Although the margins in selling MAC 400 were smaller than those on high-end equipment, GE hoped that the sales volume would justify the product nevertheless.
Some cost reductions naturally resulted from making a smaller size device with limited features, but savings also resulted from the creative use of standard parts available locally. Instead of using a customized processing chip, the R&D team came up with a clever solution relying upon a commercial chip that cost only a quarter of the price. Similarly, rather than developing a customized printer the team adapted one widely used in bus terminal kiosks.
As the MAC 400 was being developed, the local R&D team had access to all of GE’s accumulated knowledge. For example, by borrowing a process originating elsewhere for building fast plastic-mould prototypes, the team was able to avoid costly changes later by getting early feedback from doctors. Similarly, it was able to take GE’s past experience in developing printers for dusty conditions and fine-tune the printer’s suitability for ECG.
Describing the full potential of ultra-portable ECG devices like the MAC 400, a senior official at the JFWTC said, “It will become the stethoscope of cardiologists.”16 According to another official, “The dream would be to sell at least one device to each GP (general practitioner).”17
For cost-effective distribution, GE hoped to rely not just upon the network from its JV with Wipro but also to explore novel partnerships with pharmaceutical companies, surgical companies and large pharmacies. To educate potential customers it conducted courses on the technical aspects of using an ECG device as well as making the business case for investing in one. To help potential buyers overcome financing constraints, it tied up with State Bank of India, whose extensive rural network was used to arrange no-interest loans for buyers.
At the time when the MAC 400 project was initiated, GE had limited market research and distribution channels in place for the new customers it was trying to reach. Therefore, rather than evaluating the project purely on a financial basis, the company viewed it also as an experiment into the BOP opportunity more broadly and as a way to build resources and capabilities for the future. Other product categories where GE Healthcare was similarly trying to tap into low-income markets included baby warmers, X-ray and ultrasound systems.
As an experiment, the MAC 400 turned out to be a success not only in India but also in numerous countries worldwide where it was in fact often sold at higher price points. Even commercially, MAC 400 became a reasonable success by generating $20 million in revenues within the first two years. This was still a small fraction of the revenues for GE Healthcare as a whole, no surprise given that it was an early foray for GE into an unfamiliar market and that the entire ECG category anyway was a small part of the overall healthcare portfolio.
The MAC i ECG Device
While GE had hoped to use MAC 400 to reach the mass market, actual sales ended up being limited and to a large extent within the traditional customer segments. A better reach into the
16 “Frugal innovation”, Business Standard, June 13, 2009. 17 “GE Healthcare exploring distribution tie-ups”, Business Line (The Hindu), March 10, 2010.
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Copyright © 2011 INSEAD 6 07/2013-5776
BOP needed further investment into appropriate sales, distribution and service networks. In addition, GE needed a truly mass-market product that was much cheaper than even MAC 400.
Relying upon the MAC 400 experience and extensive market research, GE came up with a new ECG device, the MAC i (“i” for India), that weighed less than 1kg, used a single-channel printer output and eliminated even PC connectivity. Launched in November 2009, it was priced at just $500. Like MAC 400, it was also manufactured using off-the-shelf components. As differentiating elements for the new product, GE emphasized its technological reliability, user-friendliness, interpretation software and channel upgradability options.18
GE was not the only company targeting the BOP market. While other MNCs like Schiller, Philips and Siemens carried out similar efforts, the most successful had been an Indian player called BPL. Established in 1963, BPL had focused much of its time and energy developing the right products at low cost for the mass market, nurturing a strong local brand, and having a deep sales and distribution network. As one industry insider quoted, “For BPL, the mass market is bread and butter and jam. For GE, it is just an option.” However, GE hoped that BOP market being largely untapped and MAC i being an excellent GE-branded product at an affordable price (even if more expensive than BPL) would help it do well in the coming years.
BPL’s brand perception turned out to be as high as GE’s, and its single channel ECG matched MAC i in quality of print and user friendliness. In addition, many buyers assumed GE ECGs would be too expensive to even consider. The purchasing experience was also often smoother when buying from BPL. For instance, when a doctor wished to purchase from GE, he couldn’t make payment in cash and often had to wait a week for delivery. In contrast, BPL accepted cash orders, was more flexible in giving discounts and could make deliveries within a day.
As of 2011, the ECG equipment market in India stood at 39,914 in overall volume and $27.7 million in total value (see Exhibit 3). Single-channel ECGs contributed to about 72% of the volume and 40% to the overall value in the industry.19 GE’s sales for MAC i had only grown from 500 units in 2010 to 2,000 units in 2012 at the same time that BPL’s single-channel ECG sales had grown from 17,000 units to 22,000 units. Overall, BPL remained the ECG market leader in India with 58% of the market share, and the next five players – Schiller, Maestros (an Indian company), Philips, GE and Siemens – trailed significantly behind.
The MAC 800 ECG Device
While the MAC 400 was being developed in India, GE’s R&D personnel in China built upon the idea to develop another portable ECG – the MAC 800 (see Exhibit 4). The new product targeted not only remote locations but also the typical clinics and hospitals in China.
Weighing 3kg, the MAC 800 was larger than the MAC 400, though still much smaller than GE’s high-end ECG machines. Recognizing China’s familiarity with SMS-texting, it incorporated a telephone-style keypad to allow users to input data. It included a full-size colour display (with multiple language options) based on an intuitive Windows-based platform, offering a preview of ECG results. It also allowed ECG data to be stored and sent.
18 Rina Chandran, “In India, for India: medical device makers plug in”, Reuters, July 5, 2010. 19 “ECG Equipment: Diagnosis for a Smarter Planet”, Medical Buyer, Dec 15, 2012
7
BOP needed further investment into appropriate sales, distribution and service networks. In addition, GE needed a truly mass-market product that was much cheaper than even MAC 400.
Relying upon the MAC 400 experience and extensive market research, GE came up with a new ECG device, the MAC i (“i” for India), that weighed less than 1kg, used a single-channel printer output and eliminated even PC connectivity. Launched in November 2009, it was priced at just $500. Like MAC 400, it was also manufactured using off-the-shelf components. As differentiating elements for the new product, GE emphasized its technological reliability, user-friendliness, interpretation software and channel upgradability options.18
GE was not the only company targeting the BOP market. While other MNCs like Schiller, Philips and Siemens carried out similar efforts, the most successful had been an Indian player called BPL. Established in 1963, BPL had focused much of its time and energy developing the right products at low cost for the mass market, nurturing a strong local brand, and having a deep sales and distribution network. As one industry insider quoted, “For BPL, the mass market is bread and butter and jam. For GE, it is just an option.” However, GE hoped that BOP market being largely untapped and MAC i being an excellent GE-branded product at an affordable price (even if more expensive than BPL) would help it do well in the coming years.
BPL’s brand perception turned out to be as high as GE’s, and its single channel ECG matched MAC i in quality of print and user friendliness. In addition, many buyers assumed GE ECGs would be too expensive to even consider. The purchasing experience was also often smoother when buying from BPL. For instance, when a doctor wished to purchase from GE, he couldn’t make payment in cash and often had to wait a week for delivery. In contrast, BPL accepted cash orders, was more flexible in giving discounts and could make deliveries within a day.
As of 2011, the ECG equipment market in India stood at 39,914 in overall volume and $27.7 million in total value (see Exhibit 3). Single-channel ECGs contributed to about 72% of the volume and 40% to the overall value in the industry.19 GE’s sales for MAC i had only grown from 500 units in 2010 to 2,000 units in 2012 at the same time that BPL’s single-channel ECG sales had grown from 17,000 units to 22,000 units. Overall, BPL remained the ECG market leader in India with 58% of the market share, and the next five players – Schiller, Maestros (an Indian company), Philips, GE and Siemens – trailed significantly behind.
The MAC 800 ECG Device
While the MAC 400 was being developed in India, GE’s R&D personnel in China built upon the idea to develop another portable ECG – the MAC 800 (see Exhibit 4). The new product targeted not only remote locations but also the typical clinics and hospitals in China.
Weighing 3kg, the MAC 800 was larger than the MAC 400, though still much smaller than GE’s high-end ECG machines. Recognizing China’s familiarity with SMS-texting, it incorporated a telephone-style keypad to allow users to input data. It included a full-size colour display (with multiple language options) based on an intuitive Windows-based platform, offering a preview of ECG results. It also allowed ECG data to be stored and sent.
18 Rina Chandran, “In India, for India: medical device makers plug in”, Reuters, July 5, 2010. 19 “ECG Equipment: Diagnosis for a Smarter Planet”, Medical Buyer, Dec 15, 2012
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Copyright © 2011 INSEAD 7 07/2013-5776
The product design, the pricing strategy and the channels GE Healthcare relied upon to distribute MAC 800 exploited the fact that higher local income levels as well as greater involvement of the government in healthcare standard-setting and purchasing decisions led to lower price sensitivity in China than in India and opened up a different kind of opportunity.
Costing around $2,500, the MAC 800 was over twice as expensive as the MAC 400, but still less than one third of GE’s high-end ECGs.20 Early indications were that it was selling well, exceeding 20,000 installations in more than 50 countries as of 2010.21
“Reverse Innovation”
In an interesting development, GE started selling the MAC 800 even in developed markets. While it held a 34% share of the U.S. mainstream ECG market, GE saw an opportunity to use the MAC 800 to expand the ultrasound market to include primary care doctors, rural clinics, emergency rooms and accident sites.22 Market studies revealed that U.S. physicians found the device user-friendly, and considered its SMS texting-style keypad acceptable.23 The U.S. market was found to have greater connectivity requirements than those offered by the Chinese prototype, but GE was able to address that through adaptations like USB and Ethernet ports.
For a company that primarily sold products developed for developed economies in emerging markets, this exemplified a reversal in the direction in which innovation flowed. The phenomenon was labelled “reverse innovation” by Immelt, who considered such an approach critical to the very survival of Western multinational fighting the threat of emerging market companies going global with their own disruptive business models. 24
The Right Global Strategy?
Although GE earned favourable press coverage and several awards for its innovative BOP products, it was too early to declare its BOP initiatives a big commercial success because the revenues generated were still small by GE standards, margins were thinner than GE was used to, and the competition was starting to heat up.
Sceptics wondered whether GE really had a sound long-term strategy, especially as the competitive advantage in serving BOP markets was unclear. Past successes had come from delivering standardized products globally, relying upon scale to drive down costs and tight organization to ensure control. For the company to move towards an “in country, for country” approach for specific countries seemed far from the obvious direction to take.
20 John Schmid, “GE Healthcare advances global reach with new heart monitor”, Journal Sentinel, March 14, 2009.
21 Kala Vijayraghavan, “Products built on Indian innovations flowing into world markets”, The Economic Times, December 2, 2010.
22 Reena Jana, “Innovation Trickles in a New Direction”, Bloomberg Businessweek, March 11, 2009. 23 GE Press release, “GE’s First Portable ECG, “Medical Texting” Arrives in US”, March 13, 2009. 24 Jeffrey R. Immelt, Vijay Govindarajan and Chris Trimble, “How GE is Disrupting Itself” Harvard Business
Review October 2009.
The product design, the pricing strategy and the channels GE Healthcare relied upon to distribute MAC 800 exploited the fact that higher local income levels as well as greater involvement of the government in healthcare standard-setting and purchasing decisions led to lower price sensitivity in China than in India and opened up a different kind of opportunity.
Costing around $2,500, the MAC 800 was over twice as expensive as the MAC 400, but still less than one third of GE’s high-end ECGs.20 Early indications were that it was selling well, exceeding 20,000 installations in more than 50 countries as of 2010.21
“Reverse Innovation”
In an interesting development, GE started selling the MAC 800 even in developed markets. While it held a 34% share of the U.S. mainstream ECG market, GE saw an opportunity to use the MAC 800 to expand the ultrasound market to include primary care doctors, rural clinics, emergency rooms and accident sites.22 Market studies revealed that U.S. physicians found the device user-friendly, and considered its SMS texting-style keypad acceptable.23 The U.S. market was found to have greater connectivity requirements than those offered by the Chinese prototype, but GE was able to address that through adaptations like USB and Ethernet ports.
For a company that primarily sold products developed for developed economies in emerging markets, this exemplified a reversal in the direction in which innovation flowed. The phenomenon was labelled “reverse innovation” by Immelt, who considered such an approach critical to the very survival of Western multinational fighting the threat of emerging market companies going global with their own disruptive business models. 24
The Right Global Strategy?
Although GE earned favourable press coverage and several awards for its innovative BOP products, it was too early to declare its BOP initiatives a big commercial success because the revenues generated were still small by GE standards, margins were thinner than GE was used to, and the competition was starting to heat up.
Sceptics wondered whether GE really had a sound long-term strategy, especially as the competitive advantage in serving BOP markets was unclear. Past successes had come from delivering standardized products globally, relying upon scale to drive down costs and tight organization to ensure control. For the company to move towards an “in country, for country” approach for specific countries seemed far from the obvious direction to take.
20 John Schmid, “GE Healthcare advances global reach with new heart monitor”, Journal Sentinel, March 14, 2009.
21 Kala Vijayraghavan, “Products built on Indian innovations flowing into world markets”, The Economic Times, December 2, 2010.
22 Reena Jana, “Innovation Trickles in a New Direction”, Bloomberg Businessweek, March 11, 2009. 23 GE Press release, “GE’s First Portable ECG, “Medical Texting” Arrives in US”, March 13, 2009. 24 Jeffrey R. Immelt, Vijay Govindarajan and Chris Trimble, “How GE is Disrupting Itself” Harvard Business
Review October 2009.
Application Of Psychosocial Theory To Gerontology Systems
Details:
Review all the resources for this topic and watch the video Alzheimer’s Patient Case Study. Write a 750- to 1,000-word essay that includes the following: Alzheimer’s Patient Case Study
Watch the video “Alzheimer’s Patient Case Study” from Films on Demand in the GCU library.
https://lopes.idm.oclc.org/login?url=http://fod.infobase.com/PortalPlaylists.aspx?wID=96349&xtid=32231&loid=4002
- What do you think the role of the generalist practitioner would be for the caregivers of Alzheimer’s patients?
- Include your recommendations for coping with the following challenges for the Alzheimer’s patient and the caregiver: biological, social, cultural, psychological, and spiritual development.
- Based on the competencies from the Geriatric Social Work Competency Scale II, discuss what skills you would most like to gain as a beginning practitioner in the field of aging/gerontology?
- Reflect on the knowledge that you gained from watching this video. Analyze why or why not you might have an interest in working with seniors or the elderly.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
You are required to submit this assignment to Turnitin. Refer to the directions in the Student Success Center.
WEBSITES
NASW Code of Ethics:
https://www.socialworkers.org/About/Ethics/Code-of-Ethics/Code-of-Ethics-English
Geriatric Social Work Competency Scale II with Life-long Leadership Skills:
https://www.cswe.org/getattachment/Centers-Initiatives/CSWE-Gero-Ed-Center/Teaching-Tools/Gero-Competencies/GeriatricSocialWorkCompetencyScaleII-LifelongLeadershipSkills.pdf.aspx
Person-Centered and Participant-Directed Social Work
Competencies
https://www.cswe.org/getattachment/Centers-Initiatives/CSWE-Gero-Ed-Center/Teaching-Tools/Gero-Competencies/PC-PDSocialWorkCompetencies_Dec2013Final-(2).pdf.aspx
Economics Concepts
Introduction to social security
· General Definition
· Definition by Ilo
· Definition by fried lander
· Concept of social security
· Need for social security
· Social Security Scope characteristics
· Social assistance
· Social insurance
· Analysis of similarities and differences between social assistance and social insurance
· Components of social security
· Social Security Aim
· compensation
· prevention
· Restoration
· Human Rights and Social Security
· Conclusion