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As a leading medical technology company, KARL STORZ SE & Co. KG continuously wants to bring innovations and applications into the market and expand its existing product portfolio. As strategic initiatives, the company has set priorities and goals to ensure its sustained success. One of those strategic initiatives is to start developing new products in the field of robotic surgery and compete in this segment. To achieve these ambitions, the company decided to spin off its robotic solutions department and establish a new business called KARL STORZ VentureONE Pte. Ltd. With a smaller and more agile structure, the new venture seeks to implement new ways of working and promote innovation.
This new-born company is playing in a fast-growing market that one single competitor has traditionally dominated. However, robotic surgery still has much potential, and existing suppliers have not yet reached different market segments. One segment that has called the attention of the spin-off is the ambulatory surgery centers in the US.
These surgical institutions are growing and gaining relevance in the American surgery landscape. Hence, the company is particularly interested in developing a robotic solution for this segment. Before introducing a product, the company must understand the target customer intended to address. Management at the new venture is also convinced that new business models can be successfully implemented in this segment. Thus, this academic work aims to evaluate the ambulatory surgery center market in the US and propose a suitable business model for this target customer.
For this purpose, this thesis was divided into two main parts. The first aimed to conduct market research on the ambulatory surgery centers in the US by collecting secondary data from articles, reports, and governmental publications. The second part focused on proposing a business model for the ambulatory surgery center segment. To do so, primary data was obtained by interviewing experts in this market.
The research found that the ambulatory surgery centers segment is a growing market where robotic surgery has not yet been fully implemented due to its high cost and reduced reimbursement rates for outpatient procedures. Another barrier to robotic surgery in surgery centers is the high upfront investment needed to buy the technology. Based on these insights, different business models, such as leasing, renting, pay-per-use, and subscription, were assessed. A subscription model was selected and further developed by presenting the most advantages. Using the “Business Model Navigator” methodology, this work defined and documented the target customer, the value proposition, the value chain, and the profit mechanism.
In the last few years no other innovation has been able to influence the marketing environment like neuromarketing, the new science of consumer behaviour, which combines neuroscientific techniques with marketing in order to understand brain functions in terms of marketing activities. This combination helps to improve the understanding of the influence of emotions and senses on decision-making and buying-behaviour. The aim of this study is to investigate the potential and limitations of neuromarketing, by taking a close look into published data, conducted studies and expert opinions concerning this new field of science. The published data retrieved from studies using brain-imaging techniques found that emotions and human senses influence every second in human beings’ perception and that consumers are not able to decide completely economically. Nevertheless, further research is recommended in order to gain a deeper understanding of the human brain and how it conducts
decision-making processes. Additionally, consumer neuroscience has high potential to become a commonly used technique, which sustainably supports traditional
market research. Neuromarketing seems to become a promising technique to provide consumers with desired products, services, web shops and advertising
design.