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Global Healthcare Exchange Case Analysis

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Introduction

´╗┐Global Healthcare Exchange Case Analysis Index 1. About the Company 2. Vision 3. Goals 4. Company Objectives 5. Strategic 6. Aligning IT Strategy with Business Strategy 7. Fit of Activities 8. Value chain analysis 9. Trade offs ....................................................................................................................................... 1. About the Company Global Healthcare Exchange was established in early 2000 to provide a worldwide online, open and independent electronic trading exchange to facilitate the real time transfer of information, money, goods and/or services in the worldwide medical equipment, products and services industry. Its founders included established healthcare providers like Johnson & Johnson, GE Medical Systems, Baxter Healthcare, Abbott laboratories and Medtronic. 2. Vision To grow as the global leader in business to business supply chain management solutions and services for the healthcare industry, providing superior member satisfaction, delivered by energized employees who are driven to meet commitments 3. Goals 1. To transform healthcare by dramatically improving the efficiency of healthcare delivery through information exchange and by maximizing efficiencies in the supply chain. 2. To facilitate continuous improvement in the relationship between all stakeholders in the healthcare supply chain resulting in collaborative communication, reduced costs and better patient care 1. Objectives 1. To eliminate the need of intermediaries in the supplier-provider relationship for efficient supply chain management and to enhance customer?s options through the power & speed of internet. ...read more.

Middle

6. An application was developed to connect the internal purchasing and billing systems of the buyers to the supplier?s internal order fulfilment and billing systems. A system integration consulting service was also initiated for their supplier?s network. 7. Another application was developed to connect alliance partner marketplaces with the GHX system. This allowed efficient supply chain management between GHX and independent healthcare providers. 1. Fit of Activities GHX was able to maintain its fit of activities by building unique capabilities across its various offerings. It not only integrated different business models and cultures but also enhanced customer value through technology, services, efficient healthcare supply chain and logistics. 8. Value chain analysis The approach of GTX in providing the solutions to its stakeholders was very different from others. While other dot com players wanted to influence and dominate almost at every position in the value chain, GTX was never interested in taking over their customer?s systems. What they wanted to provide is a network to connect all parties but ?stopping at the door of their organizations?. Allow individual customers to handle their own business, manage their own data, but, on an integrated and interconnected value added centralized platform. Apart from the 5 founder firms and many other healthcare industry players (OEMs, service providers, product vendors, technology partners) ...read more.

Conclusion

1. Trade Offs GTX is a diversified player, it provides technology solutions, it is a services company and also a logistic and healthcare supply chain provider. It is always a challenge to develop a perfect business model in such a blended plethora. Mergers and acquisitions were definitely served strategic business objectives but came at a cost of complex overhead of assimilating different company cultures. It was difficult to streamline the different cultures brought in and practiced by different partners into a shared culture. The founders of GTX were also competing giants, so defining a common business interest was complex enough to handle. Resource management was again a major trade off as all the founders needed to part with some of their best employees? at least temporarily. The inherent nature of any online business model is that the users don?t expect to be charged for the services provided online. The complexity rose when GTX needed to attract buyers and they did not charge them and Medibuy needed to attract suppliers and it could not afford to charge them. They needed to compromise on conflicting business interests to have a viable pricing model where all stake holders pay for mutual benefits and to take the health care industry forward.It also has to decide whether to gain more critical mass in Europe or concentrate on dominating US markets as different investors have different priorities. ...read more.

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