Back to search
popular award

GE Healthcare (A): Innovating for Emerging Markets

By Jasjit Singh
Published 29 Mar 2011
Reference 5776
Topic Strategy
Industry Medical Devices,  Consumer Electronics
Region Asia
Length 12 page(s)
Inspection copy
Teaching note
6.00
Add to cart
popular
Prizes & Awards

Winner of Case Centre Awards 2014

Summary

The (A) case describes how GE Healthcare developed an ECG device optimized for low-income mass markets in India. It also discusses the organizational changes GE made to better serve the Bottom of Pyramid (BOP) markets.

Teaching objectives

The (A) case is designed for teaching one or more of the following: 1. Strategic innovation (Blue Ocean Strategy) 2. Business models for bottom of pyramid (BOP) markets 3. MNC strategy in emerging markets

Keywords
  • Strategic Innovation
  • Emerging Markets
  • Bottom of the Pyramid
  • Value Innovation
  • Blue Ocean Strategy
  • Multinational Strategy
  • Global Strategy
  • India
  • RD0311
  • AR1011
  • AR2011
  • HMI
  • Emerging Markets
  • HMI
  • Business Science
Related cases to use with this case

GE Healthcare (B): A CSR Dilemma

By  Jasjit Singh

    Add to cart

    GE Healthcare (B): A CSR Dilemma

    By  Jasjit Singh

      Add to cart
      About the author
      Singh

      Jasjit Singh

      Professor of Strategy

      Recommended Cases

      Arogya Parivar: Novartis' BOP Strategy for Healthcare in Rural India

      By  Amitava Chattopadhyay,  Anuj Pasrija,  Olivier Jarry,  Jean Wee
      Add to cart popular extra
      With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.
        View case

        Novartis: Building a Sustainable Business at the Bottom of the Pyramid

        By  Amitava Chattopadhyay,  Reinhard Angelmar
        Add to cart popular extra
        Inspired by C.K. Prahalad’s “The Fortune at the Bottom of the Pyramid”, Novartis was exploring ways to build a sustainable business for the BOP in India that would improve access to healthcare for the poor while being financially profitable, unlike Novartis's traditional philanthropic and corporate social responsibility approaches.
          View case

          Branding in an Emerging Market: Strategies for Sustaining Market Dominance of the Largest Apparel Brand in India

          By  Haiyang Yang,  Amitava Chattopadhyay,  Kedar Apshankar
          Add to cart popular award extra
          This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
            View case