When Jonathan Bush and his partner, Todd Park, realized that their revolutionary approach to health care is currently stymied by inefficiency of the health and insurance red tape, they drew their own technology, athenaNet, in a new business, athenaHealth, that will help doctors manage their practice, billing and revenue cycle and maintain electronic health more efficiently and cost-effectively use the services provided over the Internet. Despite the success of its innovative enterprise, Bush was faced with several challenges: brand recognition among doctors was still low, the company launched a new product, athenaClinicals, while its main flagship product, athenaCollector, is still growing - and is planning to pricing innovations athenaCommunity, and beyond that. HITECH Act, adopted by the Obama administration gave the impetus to the industry, including athenaHealth much larger competitors, which increased Bush's strategic dilemma: he must focus on the core and capture a larger share and increase brand awareness or should it expand into new and innovative directions? "Hide
by Bhaskar Chakravorti, Laura Winig, Naim Arastu Source: Harvard Business School 20 pages. Publication Date: June 24, 2010. Prod. #: 810079-PDF-ENG
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