Post by arfankj4 on Mar 7, 2024 4:02:33 GMT -5
At this price GenapSys device would be attractive to customers that had been unable to afford sequencers such as smaller laboratories or hospitals and even expand the market to include industries such as agriculture and biofuels. As GenapSys came closer to releasing its product Esfandyarpour and his Senior Director of Operations and Strategy Leila Rastegar sat down to decide which of three business models they would choose to bring this device to market.
In the first model the company would sell sequencers at a higher price to those entities that already purchased sequencers primarily major research labs and pharmaceutical firms but position its machine as a faster alternative to existing technologies. In the second model GenapSys would sell its sequencer at a lower Poland Mobile Number List price but charge more for the cartridges necessary to run a sample and earn its primary revenue from these cartridges. The third model would see GenapSys sell its device at or around cost but use the data customers generated to create a proprietary database of genetic information. Customers could pay to access the database for research to create genetic tests or for many other purposes. with the genetic tests customers created. Esfandyarpour s and Rastegar s decision would determine GenapSys customer base and financial position for the coming years and also impact development and capital needs of the firm.
Which was the right model to bring the device to market and have a meaningful impact Purchase this case cb.p.harvard cbmp product PDF ENG HARVARD BUSINESS SCHOOL CASE The Blonde Salad In Chiara Ferragni a globe trotting founder of the world s most popular fashion blog The Blonde Salad had to decide how to best monetize her blog as well as her shoe line called the Chiara Ferragni Collection. A year earlier Ferragni together with her team had already made a decision to transform her blog into an online lifestyle magazine and to build its positioning as a high end brand.
In the first model the company would sell sequencers at a higher price to those entities that already purchased sequencers primarily major research labs and pharmaceutical firms but position its machine as a faster alternative to existing technologies. In the second model GenapSys would sell its sequencer at a lower Poland Mobile Number List price but charge more for the cartridges necessary to run a sample and earn its primary revenue from these cartridges. The third model would see GenapSys sell its device at or around cost but use the data customers generated to create a proprietary database of genetic information. Customers could pay to access the database for research to create genetic tests or for many other purposes. with the genetic tests customers created. Esfandyarpour s and Rastegar s decision would determine GenapSys customer base and financial position for the coming years and also impact development and capital needs of the firm.
Which was the right model to bring the device to market and have a meaningful impact Purchase this case cb.p.harvard cbmp product PDF ENG HARVARD BUSINESS SCHOOL CASE The Blonde Salad In Chiara Ferragni a globe trotting founder of the world s most popular fashion blog The Blonde Salad had to decide how to best monetize her blog as well as her shoe line called the Chiara Ferragni Collection. A year earlier Ferragni together with her team had already made a decision to transform her blog into an online lifestyle magazine and to build its positioning as a high end brand.