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Initial Papers Listed Below

ISSN: 2009-2830

Please Note - the IRM has been discontinued. Published papers are still avaiable for purchase on-line or by contacting us at: orders@senatehall.com

Distributed Medical AB: The Future of Medical Information Technology

IRM Vol 1: 2012

Author(s): Stephanie C. Schleimer (Griffith University, Australia, and Copenhagen Business School, Denmark)

Abstract:
The following article sample is the opening paragraph of the paper:

Fredrik Jonsson, CEO of Distributed Medical AB, an innovative Swedish medical information technology firm, sat back in his economy class seat waiting for the plane to depart the rainy Copenhagen spring. He smiled to himself thinking that in his former job, he would have never traveled below business class. But, a lot had changed since then and Jonsson was happy to pass the comfort of Business class for the exciting opportunities that lay ahead. While preparing his upcoming negotiations with the University of Sharjah in Dubai, Jonsson reflected upon the last 6 months. In March of 2010, Distributed Medical (DM) was hardly the same company than it had been in 2009, when Jonsson joined. Although he knew that DM had come a long way since its start, Jonsson also knew that there was no time to sit back and enjoy the success. While his mind drifted to how he would promote DMs VidiView products to the doctors of the upcoming University hospital in Dubai, he knew that many other challenges lay ahead on DMs quest to provide clients with the opportunity to document and store every image captured during surgery. In fact, Jonsson was about to be confronted with a key question that would decide much of DMs future success:

In what way should Jonsson position DM to maximize their competitive capability? Should DM aim at competing on market-specific/customer specific custom service or should it strive to compete based on scale advantage?

In addition, there were other crucial questions that needed to be addressed, such as:

Which market(s) should be penetrated next? Europe? India? Arabia? Should DM focus on one or more markets at a time?

Should DM continue to maintain control of sales by selling directly to end-users or should it shift to a scalable distribution model? And, which distribution should DM use predominantly: Low-, medium-, or high-involvement (full distribution model)?

What key hires should DM make to execute their growth strategy?

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