Project #94272 - HR Planning

As the new VP, HR for Canadian Bio-Medical Instruments Ltd., I am excited about the opportunity to work with you, the executive team, on our Strategic Plan for 2013-2018.

Canadian Bio-Medical Instruments Ltd. was founded in 1985 and is privately-owned. We manufacture a variety of equipment and instruments used by medical practitioners in clinics and hospitals. Our three business units include:

1) Clinical products: blood pressure cuffs, stethoscopes, otoscopes and thermometers

2) Surgical products: high end, specialty products used in the operating room such as surgical scalpels and clamps

3) Medical equipment: examining room tables, hospital beds, operating room beds and basic folding wheelchairs

With the demographics of our aging population, our company is forecasting continued growth and high demand for our products in medical clinics, hospitals, and nursing homes.

The high quality and specialized nature of our surgical products division is a niche market that we currently dominate, with sales of $30 million a year in Canada. Our ability to deliver new, innovative products is critical to our future success.

 Our medical equipment division is struggling, and has been for the last three years, underperforming against sales and revenue targets. Hospital budgets are tight and chronic underfunding by various levels of government over many years has led to a situation where affordability is critical. We need to be focused on cutting costs while maintaining our reputation for providing quality medical equipment. We need to regain market share, and boost sales, or this division may be in jeopardy.

Our clinical products division is in a stable position from a market share perspective. Our products are seen as good quality, cost –effective, and durable. They are popular among doctors establishing new practices and expanding existing ones. Through our scholarship program, Canadian Bio-Medical Instruments is well connected to medical schools and nursing programs across Canada, allowing us access to doctors and nurses in the early stages of their medical careers. We need to continue to pursue sales in existing markets and find new markets to be successful in the future. Given the successful track record of our products in Canada, we are considering expansion into other markets, including the United States, Europe and Asia.

For our medical equipment division, this expansion would require manufacturing facilities in other countries. For all our business units, sales are currently handled through regional sales representatives and we are considering web-based sales so we can expand our sales without adding to headcount.

As VP, HR, human capital issues are at the top of my agenda. I believe that a well-crafted Human Resources Strategy is critical to supporting the overall corporate strategy. To quote Michael Potter, “an organization’s employees can provide a company with a competitive advantage.” Being new in my role, over the past three months, I have spent time meeting employees at every level in each line of business. I am impressed by our employee’s dedication to quality and customer service. “From my perspective, our HR strategies should be built starting with the issues facing the business. Our HR programs and practices should add value by solving real business issues. That being said, different business units need different HR policies to optimize employee performance. The challenge is to treat employees across units in an equitable fashion while motivating the behaviors that align with each business unit’s strategy. This represents a significant change from the way HR has been positioned in the past. The HR function has historically been fairly transactional and administrative in nature. In the future, HR needs to be seen as a strategic partner and problem solver.”

Questions

1# Explain how the Clinical products business unit uses a Best Cost Provider Strategy

2#  Explain how the Surgical products business unit uses a focused or market-niche strategy based on differentiation

 

3#  Explain how the Medical Equipment uses a Focused or market niche strategy based on lower cost

Subject Business
Due By (Pacific Time) 11/18/2015 06:00 am
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