More from the Author

• Supplement | HBS Case Collection | December 2016 (Revised December 2018)

  Faber-Castell (B)

  Ryan Raffaelli and Christine Snively

  Supplements the (A) case.

  Citation:

  Raffaelli, Ryan, and Christine Snively. "Faber-Castell (B)." Harvard Business School Supplement 417-030, December 2016. (Revised December 2018.)  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | September 2018 (Revised November 2018)

  Zebra Medical Vision

  Shane Greenstein and Sarah Gulick

  An Israeli startup founded in 2014, Zebra Medical Vision developed algorithms that produced diagnoses from X-rays, mammograms, and CT-scans. The algorithms used deep learning and digitized radiology scans to create software that could assist doctors in making diagnoses. By July 2018, Zebra had developed seven algorithms to analyze scans for emphysema, liver density, compression fractures, bone density, brain bleeds, breast cancer, and a calcium score used to detect calcified plaque in coronary arteries. For each scan analyzed, Zebra charged hospitals $1. By 2018 Zebra found itself in a race with its competitors to perfect these algorithms, create software tools, distribute the tools to physician partners, and create a market. Zebra already had several partners in the U.S. and Europe who gave feedback on its development. Management had to answer the following questions: What should they do next at Zebra? Should they work on the accuracy of the already developed algorithms or continue to develop many new tools? If they chose to develop new products, which applications should they address? And how should they go to market?

  Keywords: radiology; Machine learning; X-ray; CT scan; medical technology; probability; FDA 510(k); diagnosis; Health Testing and Trials; Technology; Competitive Strategy; Product Development; Commercialization; Decision Choices and Conditions; Israel;

  Citation:

  Greenstein, Shane, and Sarah Gulick. "Zebra Medical Vision." Harvard Business School Case 619-014, September 2018. (Revised November 2018.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | September 2017 (Revised November 2018)

  Chase Sapphire: Creating a Millennial Cult Brand

  Shelle Santana, Jill Avery and Christine Snively

  The launch of the Chase Sapphire Reserve credit card was enthusiastically received by millennial consumers, a cohort that had previously eluded JPMorgan Chase and its competitors. With the one-year anniversary of the launch approaching, managers are focused on retaining customers attracted by a one-time signup bonus of 100,000 reward points and on acquiring new customers now that the bonus had been reduced to 50,000 points. They were also refocusing on the remainder of the Chase Sapphire product portfolio to assess differentiation among the products and to identify white space in the market that could support additional new product launches.

  Keywords: Brand ＆ product management; Product Strategy; New Product Development; credit card; customer acquisition; CRM; millennials; Marketing; Marketing Strategy; Brands and Branding; Product Development; Product Launch; Customer Relationship Management; Consumer Behavior; Demographics; Financial Services Industry; Service Industry; Banking Industry; United States; North America;

  Citation:

  Santana, Shelle, Jill Avery, and Christine Snively. "Chase Sapphire: Creating a Millennial Cult Brand." Harvard Business School Case 518-024, September 2017. (Revised November 2018.)  View Details

  CiteView DetailsEducatorsPurchase

  Related