Publications
Publications
- September 2014
- HBS Case Collection
FormPrint Ortho500
By: Frank V. Cespedes and Alisa Zalosh
Abstract
The Senior Vice President of FormPrint's Medical Products business unit is considering issues raised by the upcoming introduction of a new 3D printing system, the Ortho500, which could print custom exoskeletal orthopedic splints, braces, and casts that conformed to a patient's body. The potential market extended beyond large urban hospitals (the Ortho's existing market) to high-volume outpatient offices in the U.S., with a long-term goal of expanding internationally. The product represents an important new market opportunity for FormPrint's Orthopedic business unit, but requires a new approach to marketing and sales. The immediate issue is whether the product should be sold by FormPrint's existing orthopedic sales force or by independent sales representatives. Other issues include the role of the Ortho500 in the company's global marketing strategy and the need for better marketing-sales coordination in a changing healthcare marketplace. If the Ortho500 failed to meet sales targets, bonus compensation would be reduced and the department could face layoffs. The case focuses on a core marketing decision—direct vs. indirect channels of distribution—and raises important issues in strategy development and implementation. The FormPrint case is ideal for use in courses on marketing strategy, marketing organization, B2B marketing, or new product development.
Keywords
B2B Marketing; Technological Innovation; Market Entry and Exit; Marketing Strategy; Distribution Channels; Product Development; Medical Devices and Supplies Industry
Citation
Cespedes, Frank V., and Alisa Zalosh. "FormPrint Ortho500." Harvard Business School Brief Case 915-535, September 2014.