Erik Peterson and Biometra Case Brief #2 There were three categories of issues that Peterson had to deal with when he took over as general manager at Biometra. These three categories were: early issues‚ issues within the Biometra team‚ and other issues. Each of these factors had major consequences that affected the success of Peterson at Biometra‚ as well as the success of the new product launch. The first of the three major issues were the early issues Peterson had encountered when he first began
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Overview This is a case about Eric Peterson‚ who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra‚ a subsidiary of Scientific Materials (SciMat)‚ was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date‚ there are several issues that he and the organization are experiencing
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ERIK PETERSON AT BIOMETRA-CASE ANALYSIS EXECUTIVE SUMMARY: Biometra is a small company based in the Boston suburb of Woburn which was recently acquired by Scientific Materials (SciMat)‚ in order to deepen its portfolio in vascular medical devices. Biometra focused chiefly on catheters‚ or tubes used to drain or inject fluids or to allow access of surgical instruments for medical procedures. The catheter would be the first product ever launched by Biometra and so its success was critical for both
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SUMMARY: Erik Peterson is facing problem at Biometra in _DEVELOPING A STRATEGY WHICH SHOULD BE EFFECTIVE IN MEETING THE PRODUCT LAUNCH DEADLINE AND STREAMLINING THE OPERATION_. Major problems are: Lack of clear date driven project plan for product launch Relationship management with senior stakeholders Recommendations: A project plan for product launch and setting up a Project management office Engagement of senior management in critical decisions PROBLEM STATEMENT: This case is about Erik Peterson
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making decisions and Peterson’s difficulty to grasp key information are key issues. * The first issue will be solved by making Peterson Knight’s direct report in order to reduce time of approval process. * The second issue will be solved by setting one-to-one meeting between Peterson and key managers. II. Problems statement As a General Manager of Biometra‚ Erik Peterson’s most important role is to launch the new catheter into the market successfully. In this case‚ the success of the launch
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Case: Erik Peterson Do you think Erik Peterson was an effective leader? Why or why not? I do think Erik Peterson was an effective leader. Erik Peterson was definitely represented good leadership from every aspect of his work. Though at the very beginning‚ there were a great many problems exsiting in the GMCT and had negative effective on operating‚ Erik Peterson was trying his best to solve these problems and to some extend‚ gain some outcomes which revealed Erik Peterson was an effective leader
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Problem statement The case Erik Person at Biometra A&B is a great example of what kind of problems can appear in the particular organization when there is a misfit between General Manager’s job requirements and personal skills. As we know from the case Erik Peterson was a fresh business school’s graduate and was originally offered the position of a Product Manager in charge of sales and marketing of Biometra’s catheters. Shortly afterwards
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Case memo: Erik Peterson 1. What problems are facing Erik Peterson? 2. How effective has Erik Peterson been as a manager of the Hanover operations? Provide evidence to support your answer. 3. ------------------------------------------------- Is there another approach (with specific actions) to managing the Hanover operations that might be more effective? 1. What problems are facing Erik Peterson? Erik Peterson is facing multiple problems. Main reasons for his problems are two
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Section 1 Group 11 Eric Peterson Case I. BACKGROUND: CelluComm and GMCT and the Industry AT&T’s Bell Laboratories cellular telephone networking innovation had enabled several cellular network operators to get licenses from the FCC to operate in separate license territories right about the same time AT&T was broken up in early 1980s. These operators were either companies like Cellular Communication Services‚ Inc. (CelluComm) or small entrepreneurs who had won license territories through the lottery system
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visit was not organized and arranged. Peterson didn’t plan ahead but just expect it would go as he thought. He has not prepared both himself and for his staff to answer the question which may be asked. During the visit‚ the situation was totally out of his control. He didn’t provide information on the problems and solutions to the managements during their visits. Lack of communication with Jenkins and HQ on things happened in Biometra Before Jenkin’s visit‚ Peterson communicated little with Jenkins
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