A fictional strategic analysis of Medtronic. Examining the mission, objectives, business structure, strengths, weaknesses, threats, and opportunities of the company and offers strategic alternatives.
Written in 2002; 3,033 words; 16 sources; MLA; $ 89.95
Paper Summary:
In this global economy, a business must be competitive and have a strategic plan to keep that competitive edge alive. This paper looks at Medtronic's strategic plan as spelled out in its mission statement and objectives. This paper discusses the corporate business structure, the financial position of Medtronic, its strengths, weaknesses, opportunities, and threats. It examines where Medtronic is and looks at different strategic alternatives, along with their advantages and disadvantages. Ends with a recommendation for a strategic plan for Medtronic.
Introduction to Medtronic
Introduction to Strategic Analysis
Mission Statement and Analysis
Objectives and Analysis
Corporate Business Structure
Financial Analysis
Financial Health
Strengths and Weaknesses
Threats and Opportunities
Strategic Alternative #1
Strategic Alternative #2
Strategic Alternative #3
Evaluation of Strategies
Conclusion
References
From the Paper:
"Medtronic (MDT) is the world's leading medical technology company, providing lifelong solutions for people with chronic disease. With deep roots in the treatment of heart disease, Medtronic now provides a wide range of products and therapies. Earl E. Bakken and Palmer J. Hermundslie founded Medtronic on April 29, 1949 in Minneapolis, Minnesota, USA. Revenue in year ended April 25, 2003, was $7.665 billion. The five-year compound annual revenue growth rate through fiscal 2003 was 18 percent. The earnings per share for the same period was 18 percent (Medtronic, 2003). At the heart of this impressive growth is Medtronic's command of more than half of the $3-billion cardiac pacemaker and defibrillator markets. But Medtronic can't maintain its target of 15% revenue growth over any five-year period by just going along with the aging population of cardiac patients. Most Western patients in need of pacemakers already have one. Only patients with emerging heart problems are candidates for the devices and while supplying new demand is important, it cannot fuel double-digit growth (DRIP, 2002)."
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