...BELLA HEALTHCARE - Bella is an medical health monitoring devices manufacturer - Bella healthcare founded in 1969 in St. Louis, Missouri by brothers Todd and Greg Bella . Why is this project international? - Bella is an American Company with sale offices in Europe and Asia. - Bella established the first manufacturing facility outside the USA. It was done in Bangalore - India (Asia) to create a low-cost manufacturing facility. - Joseph Cherian (director of manufacturing in India) wanted to demonstrate that India was a good place for multinational corporations to invest. - Early 1990s: Bella shifted production of Raddit 601 to Bangalore (Single channel ECG), because St Louis manufacturing facility was operating near full capacity( it took some time to make smooth shift from St. Louis to Bangalore). - Late 1990s: Bella India was producing lower-cost and higher [[#|quality]] [[#|products]] than those produced in USA. - Bella Healthcare moved partial production of an important 6 channels ECG (Kawu 606) to India. - Bella switched supplier from USA to Asia to reduce the cost of Kawu 606. - Bella India needed [[#|help]] from headquarters to change the Kawu 606 to a higher-resolution ADC. It reduced the cost and power consumption of the [[#|product]]. - Staffs from USA and India [[#|worked]] together to meet product's requirements. - 2001: Bella Healthcare shifted the [[#|balance]] of its Kawu 606 production to India. - Bella Healthcare established a R&D team in India. An...
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...BELLA HEALTHCARE - Bella is an medical health monitoring devices manufacturer - Bella healthcare founded in 1969 in St. Louis, Missouri by brothers Todd and Greg Bella . Why is this project international? - Bella is an American Company with sale offices in Europe and Asia. - Bella established the first manufacturing facility outside the USA. It was done in Bangalore - India (Asia) to create a low-cost manufacturing facility. - Joseph Cherian (director of manufacturing in India) wanted to demonstrate that India was a good place for multinational corporations to invest. - Early 1990s: Bella shifted production of Raddit 601 to Bangalore (Single channel ECG), because St Louis manufacturing facility was operating near full capacity( it took some time to make smooth shift from St. Louis to Bangalore). - Late 1990s: Bella India was producing lower-cost and higher [[#|quality]] [[#|products]] than those produced in USA. - Bella Healthcare moved partial production of an important 6 channels ECG (Kawu 606) to India. - Bella switched supplier from USA to Asia to reduce the cost of Kawu 606. - Bella India needed [[#|help]] from headquarters to change the Kawu 606 to a higher-resolution ADC. It reduced the cost and power consumption of the [[#|product]]. - Staffs from USA and India [[#|worked]] together to meet product's requirements. - 2001: Bella Healthcare shifted the [[#|balance]] of its Kawu 606 production to India. - Bella Healthcare established a R&D team in India...
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...4440 APRIL 27, 2012 DOROTHY LEONARD SUNRU YONG Bella Healthcare India Joseph Cherian, country director of Bella Healthcare in India, wondered whether his team was ready for Project TKO. He listened intently as Jeremy Manning, his director of research and development, described the pros and cons of the project, a proposal to develop a new portable electrocardiograph machine (EKG) specifically for the Indian market. Cherian believed the time was right to tackle the tough, but fast-growing Indian market. The key question was whether Bella India’s local R&D team, under Manning’s direction, was ready to lead the product development: My goal has always been to develop products that serve emerging markets and make healthcare more accessible. I think medical device companies are learning that this can be done most effectively by those who know these markets best. We should develop our affordable EKG in India, for India. Bella India has proven itself in manufacturing and cost- engineering; this is the next logical step. The endeavor was not without risk. The costly failure of Project Baton, a global product development effort, was fresh on everyone’s mind. Failure with Project TKO would not only hurt Bella Healthcare’s overall profitability, it would undermine Cherian’s case that the India operation was ready for more challenging product development undertakings. Industry Background: Electrocardiogram Equipment Electrocardiography, commonly referred...
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...Describe the Situation Sector Bella Healthcare was founded in 1960 as a manufacturing of Holter monitors. Due to the advent of transistors by early 1960’s, Bella Healthcare had become widely accepted for clinical use. Bella Healthcare India was originally established in Bangalore as a low-cost manufacturing facility for a U.S.-based cardiology equipment developer. The company was launched with The Bella brothers developed version of Holter that was more comfortable for patients and more reliable than competing device. As the year goes by the company expanded its offering to a range of cardiology equipment. Bella Healthcare wanted to establish an Asian Manufacturing location in addition to its facility outside St. Louis, after accessing several location there was a strong recommendation to select Bangalore. Bella had sales office in Europe and Asian Market but this would be the first manufacturing facility outside the US. Bella Healthcare India started operation in 1990s. Bella India is bent on achieving goals and innovation of health facilities. The Bangalore facility products were lower cost but also of high quality. Strategic Aim The establishment of an Asian manufacturing location in addition to Bella’s Facility outside US was succeeded by the Bella healthcare India. The immediate goal was to establish a lean low cost manufacturing facility in India. In 1990 operation at Bella Healthcare India started with the assembly and testing of EKG electrodes and amplifies....
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...bella case As Bella India was enjoying its first product development success, it also continued to demonstrate and improve its reengineering and cost-cutting capabilities. These competencies had enabled the Bangalore facility to capture significant savings with the 6-channel and 12-channel EKGs, Holter monitors, and defibrillators. Seeing these savings boost the bottom line, Bella’s senior team actively encouraged greater collaboration between headquarters and Bella India. The time between a product introduction in St. Louis and the transition to exclusive manufacturing in Bangalore continued to shrink. Increasingly, cost reduction opportunities were identified jointly by the Bangalore and St. Louis teams and incorporated into the initial product design. With this capability well-developed and the successful launch of the Fiit X17, Cherian and St. Louis management agreed to tackle a new challenge in 2005: the joint development by St. Louis and Bella India of an entirely new product. Bella Healthcare initiated Project Baton to design a new, lower-cost stress test system to be used with treadmills. Stress test systems were expensive relative to resting and portable EKGs, but they had tremendous value in clinical diagnosis, and global demand for this product was strong. With Project Baton, the company would challenge this market segment by developing a more affordable offering. Bella Healthcare was not the only player attempting to do this, and it was clear from the outset that...
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...Bella Health Care This case study is on Bella Healthcare (Leonard & Yong, 2012), which was originally set up as a manufacturing facility in St. Louis, Missouri, for developing Holter monitors. It later expanded to various cardiology equipment including EKGs. The analysis below focuses on whether Bella India is ready to lead a new product development project for the local market. Bella India moved from low value-added activities to high-value capabilities like product development: Bella Healthcare started another manufacturing location in Bangalore, India. Its decision was based on the following factors: supporting infrastructure, industrial center, and a trained English-speaking labor force. Bella’s products are commercially oriented and usually improvised versions of existing products. The Bangalore facility was focused on manufacturing and production. The products at this facility were less expensive and of superior quality. Bella India was only given production and manufacturing responsibilities. Because of its success, in 2003 Bella Healthcare India formed a joint product development venture with its parent company and established its first R&D team with the help of Jeremy Manning. Most members of the R&D team were young graduates with little experience in medical technology product development. The team was sent to the United States for training. The India team excelled in technical knowledge but had to hone their innovative and creative skills in a mixed cultural...
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...Should Bella Healthcare India take on Project TKO and develop an EKG specifically for the local market? Why or why not? TKO, “Technical Knockout”, is single channel EKG, Bella Healthcare India is planning to launch in Indian market. As per my opinion, Bella has many reasons to take up this opportunity. I will categorise these reasons in two broad categories, External and Internal factors. First external factor that affects decision of Bella to take TKO is large population of India with insufficient health care services. India’s population is large and growing but healthcare facilities are not growing with the same rate. Also most of the medical facilities of the country are concentrated in urban areas, leaving rural area with insufficient healthcare facilities. Unfortunately, most of the Indian population stays in small towns and villages. Another fact, in line with this, is availability of less no of physicians and specialists in the field of heart diseases. This has created room for medical services and devices sellers to expand their businesses in the country. The EKG global revenue chart shows that between 2010 and 2015, 9% – 12% of the global revenue will come from Asia-Pacific. As one of the second highest population country in Asia-Pacific, India will definitely contribute major portion of the revenue. The figures in the chart substantiate the fact that Bella has good scope to expand its services in the country. Second factor that helps Bella to take go ahead decision...
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...BRIEF CASES HARVARD 'BUSINESS PUBLISHING 4440 APRIL 2 7 , 2 0 1 2 DOROTHY LEONARD SUNRU YONG Bella Healthcare India Joseph Cherian, country director of Bella Healthcare in India, wondered whether his team was ready for Project TKO. He listened intently as Jeremy Manning, his director of research and development, described the pros and cons of the project, a proposal to develop a new portable electrocardiograph machine (EKG) specifically for the Indian market. Cherian believed the time was right to tackle the tough, but fast-growing Indian market. The key question was whether Bella India's local R&D team, under Manning's direction, was ready to lead the product development: My goal has always been to develop products that serve emerging markets and make healthcare more accessible. I think medical device companies are learning that this can be done most effectively by those who know these markets best. We should develop our affordable EKG in India, for India. Bella India has proven itself in manufacturing and costengineering; this is the next logical step. The endeavor was not without risk. The costly failure of Project Baton, a global product development effort, was fresh on everyone's mind. Failure with Project TKO would not only hurt Bella Healthcare's overall profitability, it would undermine Cherian's case that the India operation was ready for more challenging product development undertakings. £ | ^E o^| f§§ l^ff 21 ® ggo >^ 8 | j> | ^ji f£ | %^ E 111 I- |...
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...Management Bella Health Care India In: Business and Management Bella Health Care India Should Bella Healthcare India take on Project TKO and develop an EKG specifically for the local market? Why or why not? TKO, “Technical Knockout”, is single channel EKG, Bella Healthcare India is planning to launch in Indian market. As per my opinion, Bella has many reasons to take up this opportunity. I will categorise these reasons in two broad categories, External and Internal factors. First external factor that affects decision of Bella to take TKO is large population of India with insufficient health care services. India’s population is large and growing but healthcare facilities are not growing with the same rate. Also most of the medical facilities of the country are concentrated in urban areas, leaving rural area with insufficient healthcare facilities. Unfortunately, most of the Indian population stays in small towns and villages. Another fact, in line with this, is availability of less no of physicians and specialists in the field of heart diseases. This has created room for medical services and devices sellers to expand their businesses in the country. The EKG global revenue chart shows that between 2010 and 2015, 9% – 12% of the global revenue will come from Asia-Pacific. As one of the second highest population country in Asia-Pacific, India will definitely contribute major portion of the revenue. The figures in the chart substantiate the fact that Bella has good scope...
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...communities of Australia. It was endorsed by the Australian government in 2008 to close the formal gap between the indigenous communities of Australia and the ‘white’ communities and bring a sense of social justice to all communities in Australia; most especially boost the health system of the indigenous. The Council of Australian Governments (COAG), in the Closing the Gap initiative has set certain targets that seek to improve the healthcare system of the indigenous population. The targets of the ‘Closing the Gap’ initiative include: education, economic participation, early childhood, housing, health and remote service delivery. The subsequent achievement of this particular set system to cope with the problems facing the indigenous will hugely depend on an effective implementation of the set policy targets. This is because the set targets are as of today some of the common disadvantages that the indigenous people face (Ryan 2009). The government clearly understands the enormous task that faces it and has rolled out the project over a number of years. The set policies of integrated comprehensive strategies could take longer than expected, change in this case, and cannot happen on a short-term basis. In 2008, the Indigenous summit held that year was concluded by the them Prime Minister Rudd who issued a statement exclaiming how intent he was on bringing more quality and value to the...
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...2012 Catalog Volume 20 Issue 1 March 5, 2012 – December 31, 2012 This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer...
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...Social Development Working Paper No.1 SOCIAL DEVELOPMENT ISSUES IN SECTOR WIDE APPROACHES Andrew Norton, Bella Bird May 1998 ISSN: 1462-8651 ISBN: 1 86192 042 3 The aim of the Working Paper series is to generate knowledge on social development that is pertinent to DFID’s goal of eliminating world poverty. It is hoped that the series will provoke new thought and discussion on issues of policy and practice rather than simply reflecting established ideas and positions. Social Development Division Department for International Development 94, Victoria Street London SW1E 5JL UK Tel: 44 (0) 171 917 7000 Fax: 44 (0) 171 917 0197 Email: sdd@dfid.gtnet.gov.uk DFID homepage: http://www.dfid.gov.uk Contents Executive Summary 1. 2. 3. Introduction Background - Sector Wide Approaches Issues in Sector Wide Approaches Defining the sector Who owns and who leads? Who is consulted and how? Centralisation vs. Decentralisation Projects vs. Programmes Changes in Development Practice Strengthening the Social Impact of Sector Wide Approaches Entry Points for Social Development Approaches Institutionalising Social Analysis in SWAps Strengthening Processes of Consultation & Participation in SWAps Strengthening Civil Society Capacity To Engage In Sector Policy And Programmes 4. 5. 6. Conclusions References Acknowledgements This paper has benefited greatly from comments on earlier drafts from Phil Evans, Rosalind Eyben, Charlotte Heath, Mick Foster, Peter Balacs, Julia...
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...Gokul Manoj B.com Finance 3 rd semester Submitted to, Santhosh Thannikatt, Department of Commerce,Naipunnya Institute of Management and Information Technology Submission date : 15thjuly 2015 By Gokul Manoj B.com Finance 3 rd semester Submitted to, Santhosh Thannikatt, Department of Commerce,Naipunnya Institute of Management and Information Technology Submission date : 15thjuly 2015 By Wireless communication Wireless communication Wireless technology exists to enhance the human sensory feelings to give people the opportunity to be heard, to listen and be educated, to recognize and be recognized. It is a type of technology that allows you to express yourself anywhere, anytime toward achieving a greater level of communication. The objective in this paper is to become familiar with the concept of wireless technology. Various topics are covered to include Wireless history, standards, basic principles, regulatory change, and global implications. There was a time when you could easily count all the men in the country who even pretended to know anything about wireless. No one of the few who were working with wireless then, knew whether a set carefully put together would work at all or how far the signals could be heard. Transmissions of a hundred miles or more were hailed as remarkable. Present-day radio listeners are quite prone to think of radio as nothing more than telephonic broadcasting. But before the wireless telephone, came tremendous amounts of hard, sometimes discouraging...
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...Dissertation on the Real Estate Sector of Mumbai and the Indian Middle Class Abstract The global financial meltdown had hit the real estate sector all around the globe, and Mumbai real estate sector is one such amongst them. The specific segment is plagued by reduction of demands, lowering of prices, inventory accumulation etc. In order to maintain their sustenance, they now want to target the middle class segment of the society. The entire purpose of this dissertation was to identify in the present economic conditions of the country, the target customer for such real estate sector. In order to conduct the research, a mixed research methodology is adopted deploying both qualitative research as well as quantitative research. Relevant research instruments were chosen, and 10 respondents were interviewed for the qualitative research and 300 individuals were undertaken in the quantitative research methodology. It was found that indeed the middle class with their high aspiration levels, and disposable income were the ideal target for real estate. However, in order to further attract the target customers, a host of suggestions are made. This dissertation is created through thorough referencing from academic journals, books, reports, newspaper articles etc. This paper would also be immensely helpful for students aiming to understand a clear picture of the real estate sector of Mumbai on ways to maintain its growth. Table of Contents Abstract 2 Introduction 5 Background...
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...Niels Laasholdt Steen Sloth Gitte Størup Marianne Poulsen BUSINESS ECONOMICS – AN INTRODUCTORY CASEBOOK FOR THE COMMERCIAL UPPER-SECONDARY COURSE (HHX) 1 BUSINESS ECONOMICS – an introductory casebook for the commercial upper-secondary course (HHX) © 2005 the authors and Systime A/S Copying from this book is only permitted subject to agreement between Copy-Dan and the Danish Ministry of Education. External editing: Knud Erik Bang Cover: Valentin Design Typeface: Adobe Garamond Pro 11/14 Graphical layout and production: Valentin Design 1st edition, 1st impression ISBN 87-616-1304-5 Skt. Pauls Gade 25 DK-8000 Århus C Tlf. (+45) 70 12 11 00 www.systime.dk Table of contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1. Companies and their context . . . . . . . . . . . . . . . 1.1 Introduction . . . . . . . . . . . . . . . . . . . . . 1.1.1 The national economy . . . . . . . . . . . . . 1.1.2 Business economics. . . . . . . . . . . . . . . 1.1.3 Private finances . . . . . . . . . . . . . . . . . 1.1.4 The content of this textbook . . . . . . . . . . 1.2 What is a company? . . . . . . . . . . . . . . . . . 1.3 Types of company. . . . . . . . . . . . . . . . . . . 1.3.1 Production companies . . . . . . . . . . . . . 1.3.2 Trading companies . . . . . . . . . . . . . . . 1.3.3 Service companies . . . . . . . . . . . . . . . 1.4 Company functions. . . . . . . . . . . . . . . . . . 1.4.1 Functions in a trading company . ....
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