GENICON

Case Solution for GENICON: Keep Growing or Sell the Company?
Complete Case details are given below :
Case Name :      GENICON: Keep Growing or Sell the Company?
Authors :           Allen H. Kupetz, Gary Haberland
Source :             Ivey Publishing
Case ID :            W14506
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief executive officer (CEO) of GENICON is at a crossroads. The private medical device manufacturing business he started over 15 years ago has several acquisition offers as the industry starts to consolidate ahead of changes to the U.S. healthcare system. He can sell it now and make millions for himself and his investors or he can grow the business for a couple more years and, assuming a constant multiple of acquisition price to revenue, make millions more since his business is in fact growing. However, the business needs capital to grow and the CEO does not want to take on more debt. Should he sell the whole company and start his next venture? Or sell it and continue to help the acquirer grow the business? Or sell a part of the company and lose some autonomy and control? The CEO knows he is in a fortunate position but he still has to make a decision and soon.
 
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Case Solution for GENICON: A Surgical Strike into Emerging Markets
Complete Case details are given below :
Case Name :      GENICON: A Surgical Strike into Emerging Markets
Authors :           Allen H. Kupetz, Adam P. Tindall, Gary Haberland
Source :             Ivey Publishing
Case ID :            910M41
Discipline :        Marketing
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A critical question facing a company’s ability to grow its business internationally is where it should go next. One company facing that decision was GENICON, a U.S.-based firm that manufactured and distributed medical instruments for laparoscopic surgeries. Although the minimally invasive surgical market in the United States had long been the largest in the world, international markets were anticipated to grow at a much faster rate than the U.S. market for the foreseeable future. GENICON was already in over 40 international markets and was looking in particular at the rapidly emerging markets – Brazil, Russia, India and China – as potential new opportunities for growth. This case is appropriate for use in an international business course to introduce market selection strategy. It can also be used in sessions on international marketing, entrepreneurship and business strategy.
 
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