The intraoperative radiotherapy (IORT) company at Carl Zeiss Meditec had fought with growth since the time of the (A) case. Although earnings had grown in excess of 50% and had transcended its EBIT target, it faced several key strategic alternatives.
Is it ought to continue its specialization of the breast cancer segment, or should it focus more on surgery with radiotherapy as one technical alternative. Should it maintain its center on more grown-up markets, or should it be manufacturing focused investments in promising markets? The (A) case fronts IORT as a troublesome technology, and the (B) case propose the educator a chance to judge the improvement the protagonist has made in applying that framework.
PUBLICATION DATE: September 25, 2012 PRODUCT #: 613040-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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