BOC Group: Ohmeda (A) Case Study Solution
$19.00
The ” BOC Group: Ohmeda (A) Case Study Solution” comprises 3399 words and includes the following –
- Company Overview
- Challenges in Front of Rountree, CEO of Ohmeda
- Roadmap for Ohmeda Marketing Straegy Development
- Situational Analysis
- 5 C Analysis of Ohmeda Case Study
- Company
- Customers
- Competitors
- Collaborators
- Context
- Purchase Process in Medical & Hospital Segment
- Hospital specific questions regarding purchase process
- Marketing Strategy and Marketing Mix for Ohmeda
- Product Strategy
- Pricing Strategy
- Distribution Strategy – Recommendations on Sales Channel for Ohmeda
- Promotion Straegy
- Action Plan for New Strategy Implementation
The ” BOC Group: Ohmeda (A) Case Study Solution” comprises 3399 words and includes the following –
- Company Overview
- Challenges in Front of Rountree, CEO of Ohmeda
- Roadmap for Ohmeda Marketing Straegy Development
- Situational Analysis
- 5 C Analysis of Ohmeda Case Study
- Company
- Customers
- Competitors
- Collaborators
- Context
- Purchase Process in Medical & Hospital Segment
- Hospital specific questions regarding purchase process
- Marketing Strategy and Marketing Mix for Ohmeda
- Product Strategy
- Pricing Strategy
- Distribution Strategy – Recommendations on Sales Channel for Ohmeda
- Promotion Straegy
- Action Plan for New Strategy Implementation
The president of Ohmeda, a wholly owned company of the BOC Group, plans to grow the company’s medical equipment sales from $95 million in 1985 to $158 million in five years by focusing on the sale of “high-tech” equipment. At the same time, the president expects to sell Ohmeda’s medical supplies business ($22 million in sales) and to transfer its medical gases business ($27.2 million in sales) to another business unit of the BOC Group. The changes in Ohmeda’s products combined with the planned growth in medical equipment cause the president to reassess Ohmeda’s marketing system. The new strategic thrust requires him to review the role of Ohmeda’s direct sales and dealer sales coverage. In doing so he evaluates the economics of three options: 1) continuing with Ohmeda’s present system, 2) eliminating dealer sales coverage, and 3) specializing salespeople by product group.
Case Authors : Rowland T. Moriarty Jr., Gordon Swartz
Topic : Sales & Marketing
| Time | 12 Hours, 24 Hours, 48 Hours |
|---|---|
| Pages | 2, 3, 4, 5 |
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