SonoSite: A View Inside

Clayton  Christensen; Jeremy  Dann

Case | HBS Case Collection | August 2001 (Revised January 2015)

SonoSite: A View Inside

Abstract

After its spin-off from one of the world's largest ultrasound makers, Sonosite attempts to popularize a new kind of handheld ultrasound units. Sonosite needs to decide if it should focus on new markets that will value the portability and ease of use of its products, or if it should evolve its offerings so that they appeal to radiologists and cardiologists, the largest purchasers of ultrasound systems.

Keywords: Customers; Disruptive Innovation; Product Positioning; Demand and Consumers;

Language: English

Format: Print

19 pages

Educators Purchase

Citation:

Christensen, Clayton, and Jeremy Dann. "SonoSite: A View Inside." Harvard Business School Case 602-056, August 2001. (Revised January 2015.)

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After twenty years of growth unprecedented in the sports apparel industry, Under Armour finds itself with a new record to beat: making the leap from $5 to $10 billion in sales — a feat only accomplished to date by competitors Nike and Adidas. At the heart of this challenge is how Under Armour can maintain its brand’s authenticity while adding new products that fuel future growth. The case traces the evolution of Under Armour’s brand and describes how the company chose to extend or not extend its brand into adjacent categories and markets in the past. Now Under Armour needs to decide on their next steps. Should the company focus on its core markets? Should it stretch the brand into more adjacencies? Or should it consider something more radical, like app-related sales through subscriptions and wearable technologies?

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SonoSite: A View Inside

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Faculty & Research

SonoSite: A View Inside

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