Submitted By:

Anirudh Kowtha B035

HEALTHYMAGINATION AT GE HEALTHCARE SYSTEMS

How might Gentile have made decisions differently without Healthymagination?

Each target market had its own unique specifications. There was no guarantee that products would be accepted in certain markets. This could be due to the fact that the markets are not developed or are not mature enough to accept new products. Gentile would have to make a decision based on the potential of a given market. He would have to do a market sizing, establish the purchasing power of the customer, ascertain whether there were any legal barriers, study the existing competition in the area and so on. This is similar to the initial steps under the Healthymagination process. After conducting a market research his team would then have to decide on the specifications of the product and the price that should be set. Drawback: This approach does not specify the degree of improvement over existing products. Gentile would have to establish this based on his market findings. He would have to gauge how much of an improvement would cater to the needs of the market. As a result, the new product would have an incremental benefit but may or may not be significant enough to prompt the stakeholders to purchase GEs products. Without the strategic filter mechanism the product may not pass initial testing. This would result in the product having to be reworked, thus pushing the price up further. The Healthymagination process requires a 15% improvement in one of 3 dimensions of cost, quality or access. This was considered the benchmark for significant improvement. Hence it minimized the risk of the product failing initial testing. This would mean the product could enter the market quicker. Also there would be clarity on the pricing. Production costs could then be controlled to meet the set price. He would then have to decide on his go to market strategy. His team would need to decide on launch quantities required to break even or be profitable. Drawback: Based on market testing, the product may have to be altered. This would affect pricing and in turn the number of units required for production. In the NPI process this would have been established in Milestone 1. The number of units for sale would already have been established. He would need to decide the size of his sales force, the production cycles, supply chain and other coordination issues Drawback: In the NPI process, this would have been covered under Milestone 2 and 3. It would have been done with a reasonable set of products and the sales, production and operational

Submitted By:
Anirudh Kowtha B035 coordination would have been tested before the product was officially released. Thus the various functional divisions would have been more adequately prepared. Thus it can be observed that the Healthymagination process offered a more systematic process and was nearly a fool proof solution.