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GEMS - Solution - Case Study - GE Medical Systems 2002
Course: Strategic Management (MSCH304)
76 Documents
Students shared 76 documents in this course
University: Amity University
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General Electric Medical Systems Divisions (GEMS), the world’s leading manufacturer of
diagnostic imaging equipment and a subsidiary of General Electric (GE), has had years of
success with its Global Product Company (GPC) concept. The GPC philosophy states that
GEMS manufacture wherever in the world, products could be carried out to GE’s standards in
the most cost-effective manner. However, the “In China for China” proposal by the head of
GEMS China division, is causing the company to re-evaluate its global positioning strategy.
China is the third largest market for medical diagnostics worldwide and is growing rapidly.
Core markets are facing decade-long economic challenges and are unlikely to have the growth
rates of China. In parallel, technological demands are ever present. The market demand is
veering towards biochemistry. GEMS must decide if its growth strategy means focusing on the
China market as part of its competitive advantage.
GEMS has several strengths. Per the financial statements in the Exhibit 1, the company has the
financial resources to invest in its desired growth strategy. Changing a corporate strategy often
requires the cash flow to hire and train new talent as well cash to pay for capital and operating
expenditures. GEMS has a global presence through its extensive sales and marketing
organizations; thus, if there was a decision to focus on the China market, the company would
probably not lose its current global market share. GEMS core competencies are supply chain
management and its vertical alignment structure through acquisitions. The organization has a
solid infrastructure which can be leveraged for expanding into new markets, product
development, creating smart partnerships, and achieving market penetration internationally.
GEMS weakness is its need for reverse innovation. Currently, the GPC model dictates that
manufacturing happen in low cost countries and products be sold in developed countries. This
model is too restrictive and does not allow for the company to meet market opportunities in
China and other developing countries that are yearning for low-end medical devices. There is
also a need for innovation and expertise in the area of biomedical sciences. Current
manufacturers are experts in engineering and physics.
GEMS principal competitors —Siemens, Philips, and Toshiba— account for over 80% of
worldwide sales. Though GEMS has increased market share, it is not at dominance and this is a
threat to the future of the company. Traditional revenue generating countries are also
experiencing financial difficulties and will spend less on hospitals. If these trends continue,
GEMS sales will not grow at the desired 20% annually that GE has demanded.
Given the situational analysis, there are three alternative solutions I would explore with GEMS.
The first would be to consider adopting the “In China for China” policy and to modify the GPC
business model. This will allow the company to develop a new market and possibly raise sales
by 50%. The cost to develop products in China is affordable and there is an opportunity to hire
staff with the capacity to work on biomedical product development and compete with
entrepreneurial software companies. There would however be some duplication of existing
infrastructure and it would take time to set up strategic partnerships.
The second alternative could be to further penetrate the developed market while continuing to
work on product innovations in the developing world. The company could also think about
penetration through acquisition of its competitors. This strategy would most likely be extremely