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• Case | HBS Case Collection | November 2016 (Revised October 2018)

  Augmedix

  Frank V. Cespedes and Alexandra N. Rachlin

  In April 2015, Ian Shakil and Pelu Tran, cofounders of Augmedix, are discussing how to grow their emerging health care startup. The company’s sole product, also called Augmedix, streams video of doctor-patient interactions to remote medical scribes, thus freeing doctors from the burden of having to manually input information into an electronic medical record (EMR) and giving them additional time to focus on patients. Shakil and Tran had grown the company by allowing any qualified doctor or health system to use the service but are now discussing whether they should segment the market and focus on a particular type of client. They also wonder whether Augmedix’s current pricing appropriately reflects the value their service provides. Lastly, the two want to discuss how to staff and structure the company’s nascent sales function as Augmedix grows.

  Keywords: entrepreneurial management; sales management; marketing strategy; scaling; hiring; pricing; Entrepreneurship; Marketing; Marketing Strategy; Product Marketing; Sales; Technology; Health Industry; United States;

  Citation:

  Cespedes, Frank V., and Alexandra N. Rachlin. "Augmedix." Harvard Business School Case 817-048, November 2016. (Revised October 2018.)  View Details

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• Case | HBS Case Collection | November 2016 (Revised October 2018)

  Formlabs: Selling a New 3D Printer

  Frank V. Cespedes, Olivia Hull and Amram Migdal

  Headquartered in Somerville, Massachusetts, Formlabs manufactures 3D printers used to print everything from prototypes and models to jewelry, dental, and sculpture molds. As Formlabs prepares to ship its latest model, the Form 2, Head of Customer Development and Services Luke Winston wonders which strategy will double sales. Should he focus on direct sales or add more channel partners?

  Keywords: 3D printing and manufacturing; sales channel development; Sales strategy; entrepreneurial management; product engineering; prototype; prototyping; Entrepreneurship; Product Launch; Hardware; Business Startups; Customers; Technological Innovation; Growth and Development Strategy; Technology Adoption; Marketing Channels; Marketing Strategy; Product Positioning; Demand and Consumers; Sales; Salesforce Management; Technology Industry; Computer Industry; Manufacturing Industry; United States; Massachusetts; Europe; Asia;

  Citation:

  Cespedes, Frank V., Olivia Hull, and Amram Migdal. "Formlabs: Selling a New 3D Printer." Harvard Business School Case 817-001, November 2016. (Revised October 2018.)  View Details

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• Case | HBS Case Collection | September 2018

  ProdEng: Services for Oil & Gas Extraction

  Frank V. Cespedes, Maria Fernanda Miguel and Mariana Cal

  In 2016 unforeseen Oil and Gas industry-wide demand slump drove ProdEng’s average service rates down by more than 37%, with EBITDA margins falling from 50% to 24% in the second half of 2016. Although the Partners remained optimistic about ProdEng’s long-term fundamentals and management team, the short-term challenges required that they act rapidly. However, they had divergent views on the path forward. Should they stay the course and focus on their core competencies or should they rethinking their approach to sales and driving profitability via spot contracts in a highly uncertain time?

  Keywords: entrepreneurship; Sales; marketing; pricing; strategy; Entrepreneurship; Sales; Marketing; Price; Strategy; Latin America; Argentina;

  Citation:

  Cespedes, Frank V., Maria Fernanda Miguel, and Mariana Cal. "ProdEng: Services for Oil & Gas Extraction." Harvard Business School Case 819-003, September 2018.  View Details

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