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INTRODUCTION ...................................................................................................................... 4
History .................................................................................................................................... 4
Company Overview ................................................................................................................ 5
Timeline.................................................................................................................................. 5
Customers ............................................................................................................................... 6
Beckman Coulter, Pakistan ..................................................................................................... 7
Local Customers ..................................................................................................................... 7
CORPORATE OBJECTIVES ..................................................................................................... 8
WorkIorce ............................................................................................................................... 8
Employees by Category .......................................................................................................... 8
Worldwide Commercial Operations ........................................................................................ 8
ManuIacturing......................................................................................................................... 9
ManuIacturing Locations ........................................................................................................ 9
Commitment to Quality ........................................................................................................... 9
Distribution ........................................................................................................................... 10
Competition .......................................................................................................................... 10
Competitiveness .................................................................................................................... 12
Barriers to Entry.................................................................................................................... 12
Product PortIolio ................................................................................................................... 12
Clinical Diagnostic Business ................................................................................................. 12
Biomedical Research Business .............................................................................................. 16
CURRENTLY IMPLEMENTED BUSINESS TO BUSINESS STRATEGY ............................ 18
Core Strategy ........................................................................................................................ 18
Key Supporting Strategies ..................................................................................................... 18
Masters oI Integration ........................................................................................................... 18
Leveraging Common Technology ......................................................................................... 18
Specialty Testing ................................................................................................................... 19
Acquisitions, Agreements and Collaborations ....................................................................... 20
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Research and Development Strategy ..................................................................................... 21
Advanced Technology .......................................................................................................... 22
R&D Investment ................................................................................................................... 22
BOTTLENECKS CONFRONTED TO THE MARKETING MANAGEMENT DIVISION ...... 23
Implementation oI Strategies ................................................................................................. 23
Managing Relationship ......................................................................................................... 23
Cross- Functional Teams ....................................................................................................... 23
Price Sensitivity .................................................................................................................... 23
Competition .......................................................................................................................... 24
Services ................................................................................................................................ 24
BUSINESS TO BUSINESS STRATEGY ................................................................................. 25
Corporate Strategy ................................................................................................................ 26
Marketing Strategy ................................................................................................................ 27
Segmentation Strategy .......................................................................................................... 29
Product Strategy .................................................................................................................... 30
Clinical Diagnostic Business ................................................................................................. 30
Biomedical Research Business .............................................................................................. 30
Services Strategy ................................................................................................................... 31
Branding Strategy ................................................................................................................. 33
Pricing Strategy .................................................................................................................... 37
RECOMMENDATIONS .......................................................................................................... 39
Market Driven Strategy ......................................................................................................... 39
Cross-Functional Coordination .............................................................................................. 40
Distinctive Capabilities ......................................................................................................... 40
Creating Value Ior Customers ............................................................................................... 42
Analyzing Competition ......................................................................................................... 43
STRATEGIC IMPLICATION .................................................................................................. 45
Aligning Structure and Processes .......................................................................................... 45
Technology Diversity and Uncertainty .................................................................................. 45
A Comprehensive Approach to Improving Implementation ................................................... 45
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Internal Strategy-Structure Fit ............................................................................................... 45
Adaptation in the Balanced Scorecard ................................................................................... 45
Customer Relationship Management ..................................................................................... 46
Obtain and Analyze InIormation ........................................................................................... 46
REFERENCES ......................................................................................................................... 47




















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INTRODUCTION

History

The history oI Beckman Coulter is one oI innovation, beginning with Dr. Arnold O. Beckman's
solution Ior determining the precise measurement oI pH in
lemon juicethe acidimeter, or pH meter. From a small
operation in the rear oI a garage in Pasadena, CaliIornia, to its
recognition today as a world leader in clinical diagnostics and
liIe science research, Beckman Coulter owes its success to three
men oI vision who revolutionized science and medicine: Arnold
O. Beckman, Ph.D, and brothers Wallace and Joseph Coulter.

Beckman Coulter's commitment to innovation dates back to its
origin in 1935 when Dr. Beckman sold the Iirst commercial pH
meter. Within 25 years, the pH meter and newly introduced DU
spectrophotometer and helipot potentiometer Iound thousands
oI applications in science, industry and medicine.

A series oI acquisitions in the 1950s and 1960s complemented and expanded the business. The
1970s saw tremendous expansion in both products and Iacilities, with new sites in Europe and
the opening oI a sales unit in China. Operations in the 1980s and 1990s Iocused on developing
laboratory systems Ior biological analysis and transIorming technology into solutions Ior clinical
labs. In 1996, the acquisition oI the Access product line Irom SanoIi Diagnostics added
immunoassay to the company's diagnostics product oIIering. And, in 1997, the acquisition oI
Coulter CorporationIounded on Wallace Coulter's discovery oI the "Coulter Principle"added
hematology, Ilow cytometry and hemostasis product lines, giving the company the broadest
portIolio oI laboratory testing instruments available Irom one source. The Olympus Diagnostics
Systems acquisition in 2009 added ultra-high throughput clinical chemistry systems, extending
our product breadth and geographic reach.

For 75 years, the world has turned to Beckman Coulter Ior solutions, and Beckman Coulter has
solved many oI them. Beckman Coulter's Iocus is to help create the world's most eIIicient
laboratories that improve patient health and reduce the cost oI care. For our top competitors,
biomedical testing is one business among many; Ior Beckman Coulter, it is our sole Iocus. In
today's market, we are one oI the Iew participants with Iull capacity to design, develop,
manuIacture, sell and service our products.
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Company Overview

Beckman Coulter, Inc. develops and markets instruments, chemistries, soItware and supplies that
simpliIy and automate laboratory processes. Our products support biomedical analysis in all
phases oI the battle against disease Irom pioneering medical research through patient blood
testing.
In 2003, the company sales were $2.2 billion, with 70 oI sales generated in the clinical
diagnostics market, and 30 in the biomedical research market. Diluted earnings per share
(excluding special charges/credits) were $2.82.
Beckman Coulter oIIers a broad portIolio oI instruments to separate, test and analyze the
components oI liIe. In the hospital clinical laboratory, we can supply virtually every routine
blood test and 75 oI all other tests. More than 70 oI our products hold top tier market
positions: hematology, general chemistry systems, centriIugation, capillary electrophoresis,
spectrophotometry, protein analysis, biorobotics and rapid-testing.
Customers Ior our systems include pharmaceutical and biotechnology companies, universities,
medical schools and research institutions, hospitals, physicians` oIIices and diagnostic reIerence
laboratories throughout the world.
Beckman Coulter currently has nearly 200,000 major instrument systems in laboratories across
the globe, generating aIter-market sales oI operating systems, chemistry kits and service
contracts, which represent about 64 oI total revenues.

Timeline

In the 1940s, Beckman changed the name to Arnold O. Beckman, Inc. to sell oxygen analyzers,
the Helipot precision potentiometer, and spectrophotometers. In the 1950s, the company name
changed to Beckman Instruments, Inc..
In 1955, Beckman established the seminal Shockley Semiconductor Laboratory as a division oI
Beckman Instruments to begin commercializing the semiconductor transistor technology
invented by Caltech alumnus William Shockley. Because Shockley's aging mother lived in Palo
Alto, CaliIornia, the Shockley Laboratory was established in nearby Mountain View, CaliIornia,
and thus, "Silicon Valley" was born.
In 1961, Beckman merged with OIIner Electronics, a company Iounded by inventor Franklin F.
OIIner.
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In 1982, the company merged into SmithKline to Iorm SmithKline Beckman, with Arnold
Beckman as vice chairman, but regained its independence in 1989 aIter SmithKline merged with
Beecham Group to Iorm SmithKline Beecham (now part oI GlaxoSmithKline).
In 1995, the company acquired Hybritech, Inc. Irom Eli Lilly
In 1996, the company acquired the SanoIi portion oI SanoIi Pasteur Diagnostics
In 1998, the company acquired Coulter Corporation, a company Iounded by Wallace H. Coulter
and changed its name to what it is today.
In 2005, the company acquired Diagnostic Systems Laboratories (DSL) based in Webster, Texas.
In 2006, the company acquired Lumigen and Agencourt Bioscience.
In 2007, the company acquired the Flow Cytometry Business Group oI Dako North America,
Inc.
In 2009, the company acquired Lab-based Diagnostics business oI Olympus Corporation Japan.
In 2009, the company moved its world headquarters Irom Fullerton, CaliIornia to the newly
renovated Iacility in Brea, CaliIornia.
In February 2011 Danaher announced that it has entered into a deIinitive merger agreement with
Beckman Coulter.
On June 30, 2011 Danaher Iinalized the acquisition oI Beckman Coulter.

Customers

O Biotechnology Companies
O Commercial Laboratories
O Contract Research Organizations
O Diagnostic ReIerence Laboratories
O Forensic Laboratories
O Government Research Agencies
O Healthcare Networks
O Hospitals
O Medical Centers
O Medical Schools
O Pharmaceutical Companies
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O Physicians
O Research Institutes
O Universities

eckman Coulter, Pakistan

In 1976 Beckman Coulter started its working in Pakistan by Iirst starting a proprietorship
business with a Pakistani national.
In 1985 started its independent operations in Pakistan with all the local management, Marketing
and Services work Iorce.

Local Customers

O Commercial Laboratories
O Government Institutions
O Hospitals
O Medical Centers
O Medical Schools
O Physicians
O Research Institutes
O Universities







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CORPORATE OECTIVES
The corporate objective oI Beckman Coulter is that it develops, manuIactures and markets
products that simpliIy, automate and innovate complex biomedical testing. Its diagnostic systems
are Iound in hospitals and other critical care settings around the world and produce inIormation
used by physicians to diagnose disease, make treatment decisions and monitor patients. Scientists
use its liIe science research instruments to study complex biological problems including causes
oI disease and potential new therapies or drugs.
Hospital laboratories are our core clinical diagnostic customers. Its liIe science customers
include pharmaceutical and biotechnology companies, universities, medical schools and research
institutions. More than 275,000 Beckman Coulter systems operate in both diagnostics and liIe
sciences laboratories on six continents. For more than 75 years, our products have been making a
diIIerence in peoples` lives by improving the productivity oI medical proIessionals and
scientists, supplying critical inIormation Ior improving patient health and reducing the cost oI
care.

Workforce

As oI October 31, 2011 Beckman Coulter employs approximately 9,882 employees worldwide.
The company invests signiIicantly in training and development Ior employees, especially in
quality, saIety, technology and other perIormance-based skills.
Employees by Category

Administration 15
ManuIacturing 27
R & D 13
Sales, Service & Marketing Distribution 45
Worldwide Commercial Operations

Beckman Coulter maintains its own direct sales and service organizations in key markets
throughout the world. While approximately 95 oI our-products are distributed through our
sales groups, we also employ independent distributors to penetrate certain markets.
More than 1,100 representatives are technically trained and knowledgeable in the operation and
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application oI Beckman Coulter`s products. Beckman Coulter`s sales Iorce Iocuses on
identiIying customer solutions to the ever-increasing challenge Ior improved lab productivity.
The large Iield Iorce oI more than 2,200 engineering and service personnel perIorm service calls
Ior instrument installation, customer training, preventive maintenance and repair. Beckman
Coulter`s excellent reputation Ior service responsiveness and competence is an important
competitive asset.
Supporting our customer service and sales Iorce is a staII oI scientists and technical specialists
Ior each major product line.
anufacturing

Through the use oI manuIacturing methods such as Total Quality Management and Just-in-Time,
Beckman Coulter products are designed Ior ease in manuIacturability.
To augment this, partnerships with Beckman Coulter`s key suppliers been in place Ior some
time, and all oI them have adapted programs in design, quality control and other cost
reduction/control systems.
Since 1986, Beckman Coulter has pursued a program called Customer Driven Quality. This
program measures customer satisIaction in a number oI areas to improve design, manuIacturing,
testing, distribution and other processes. In addition, customers oIten visit company Iacilities to
witness our quality initiatives in action and discuss their applications with our staII.
anufacturing Locations

The majority oI Beckman Coulter`s manuIacturing and assembly operations are located in
CaliIornia and Florida. In addition, we produce diagnostic reagents and other supplies in Galway,
Ireland and Suzhou, China, Ior both logistic and cost advantages.
In a typical 12-month period, Beckman Coulter will manuIacture more than 20,000 instrument
systems, and 5 million reagent kits Ior worldwide distribution. All these products and accessories
are produced under the highest quality standards.
Commitment to Quality

The company was among the Iirst companies worldwide to achieve the Ioremost measure oI
international quality: certiIication to the ISO 9000 standards Ior quality. Additionally, most
Beckman Coulter products carry the CE mark, signiIying uniIied conIormity and acceptance by
nations oI the European Union. Most recently, the company gained compliance to the European
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Union's InVitro Diagnostics Directive necessary to preserve the CE mark on its diagnostic
products.
Distribution

EIIicient worldwide distribution oI our company`s products provides optimal delivery schedules
to meet the key customer service demands Ior cost-eIIective, on-time delivery. To achieve this
goal and maintain competitive leadership worldwide, Beckman Coulter distribution Iacilities are
centralized into key strategic locations. These distribution centers are supported by an emergency
parts network system that guarantees worldwide 24-hour turnaround on urgent requests.
In the U.S., we also maintain distribution relationships. For Primary Care Diagnostic products,
we have agreements with Allegiance, Fisher Healthcare, McKesson General Medical, Bergen
Brunswig, PSS and Owens & Minor. For small liIe science research products and supplies, the
company uses VWR.
In emerging markets and various international geographic locations, Beckman Coulter relies on
relationships with dealers Ior distribution and a variety oI other services.

Competition

iomedical Research competitors:

Agilent

Amersham Pharmacia Biotech (GE)

Applied Biosystems (ABI)

Becton Dickinson

Bio-Rad
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Hitachi

Jouan

Kendro Laboratory Products (SPX)

Shimadzu

Tecan

Thermo

Waters

Clinical Diagnostics competitors:

WAbbott Laboratories

Bayer

Dade Behring

Diagnostic Products

Johnson & Johnson
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Roche

Sysmex (Division oI TOA)

Competitiveness

Beckman Coulter competes primarily on the basis oI laboratory eIIiciency, but quality, service,
technology and price are also important. A large installed base oI nearly 200,000 systems
worldwide provides a competitive advantage in obtaining new system placements and aIter-
market Iollow-on sales oI operating supplies, chemistry kits and service.

arriers to Entry

The clinical diagnostics and liIe science research businesses have signiIicant barriers to entry. A
major barrier is the R & D investment and technical inIrastructure required to develop these
products, which require the integration oI engineering, chemistry and soItware sciences. In
addition, Ior diagnostics, FDA approvals must be obtained.
Finally, it is necessary to have an extensive worldwide distribution inIrastructure with highly
qualiIied personnel to provide sales, service, customer training and technical product support.

Product Portfolio

Beckman Coulter has divided its product into two business unit, one is Clinical Diagnostic
Business and the other is Biomedical Research Business.

Clinical Diagnostic usiness

Beckman Coulter provides a systems approach to improving total laboratory productivity. As a
result, our company is a leading global supplier oI systems Ior routine chemistry,
immunodiagnostics and hematology testing. Together these systems provide a productivity
powerhouse that serves 80 oI the patient tubes, about 75 oI a hospital lab`s testing needs and
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nearly 100 oI the routinely ordered blood tests.
Laboratory Automation - Clinical Diagnostics

In today`s laboratories, demands have increased, while budgets and staIIing have decreased.
Beckman Coulter paves the way to productivity enhancements with systems that are Iast,
accurate, easy to use and integrate well into customer processes. Understanding these processes
enables Beckman Coulter to produce total system solutions. Our total lab solutions streamline
and expedite every step oI lab procedures Irom ordering tests through sample collection,
analysis, result reporting and data archiving.
Our approach to implementing laboratory solutions is tailored to each customer`s needs to
achieve truly eIIicient and cost-eIIective sample analysis. We do this by integrating robotics,
instruments, soItware, chemistries and reagents to make every step oI the process Ilow with
optimum speed, economy and eIIiciency.
Laboratory Automation is highly valuable in
clinical labs, where the trend is to move to more
testing on Iewer instruments, which can
dramatically lower labor costs. Consequently,
these labs demand more automation and broader
test menus, which Beckman Coulter oIIers in
cellular analysis, routine chemistry and
immunodiagnostics. Also, since more than halI the
labor in most clinical labs is used in the pre-
analytical phase, Beckman Coulter is providing unique systems to automate sample preparation.
Beckman Coulter`s innovative automation approaches link centriIugation, robotics and analysis.
For sample processing, the company introduced the Power Processor. This system can sort,
aliquot and centriIuge samples, even decaping the vials. In come conIigurations, the system
places the samples directly on the routine chemistry or immunoassay system Ior analysis. For
hematology automation, we oIIer the LH 1500. It completely automates the pre-analytical
processes. Customers can start small with one system and add modules as business grows, or
they can update instruments as technology changes.
Some hospital and reIerence lab customers are already moving toward Total Lab Automation
(TLA). Beckman Coulter oIIers TLA to Iully manage samples Irom the moment they enter the
lab to reporting oI results and storage oI sample Ior any additional testing necessary later on.

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Routine Chemistry

Routine chemistry tests can be perIormed individually or in panels. Commonly ordered panels
include preset combinations oI tests that indicates a patient`s liver, kidney, heart or thyroid
condition.
General chemistry panels are eIIiciently perIormed by the SYNCHRON Family oI analyzers
that test blood, urine and spinal Iluid samples.
Today`s Iamily oI SYNCHRON CX PRO
analyzers perIorms 100 diIIerent chemistry
tests and handle up to 900 tests per hour.
These are used in small to medium-sized
hospital labs to speed patient test results.
Very high-volume labs those perIorming
about 2 million tests a year can beneIit
Irom the speed, accuracy and automation oI
the SYNCHRON LX 20 AND LX20 PRO
Clinical Systems. These systems simpliIy and speed up the entire routine chemistry testing
process Ior up to 95 analyses, perIorming up to 1440 tests per hour. Released in 2001,the new
SYNCHRON LX 20 PRO clinical system has cap piercing capabilities and an added detection
method Ior increased testing sensitivity.
Late in 2002 Beckman Coulter introduced the SYNCHRON LXi clinical system. This
combination chemistry and immunoassay system has a menu oI more than 150 diIIerent tests,
closed tube sampling and alloquating. It is perIect Ior midsized hospitals that want to increase
saIety, decrease labor and improve the quality oI test results.
In 2005, the company will introduce a new Iamily oI general chemistry analyzers under the
UniCel DxC brand.
Immunodiagnostics
Immunodiagnostics products are
used to analyze many oI the body`s
proteins, helping doctors to diagnose
the condition oI the human immune
system. They are used Ior cancer,
Iertility, thyroid, anemia, inIectious
disease and cardiac testing. Beckman
Coulter has signiIicant expertise in
the development oI immunodiagnostics systems and reagents, with leading positions in protein
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analysis, electrophoresis and cancer markers. Market coverage extends Irom the traditional
hospital laboratory to group practices and physicians` oIIices.
The IMMAGE Immunochemistry System oIIers protein testing Ior kidney damage,
cardiovascular disease and rheumatoid arthritis. In addition, therapeutic drug testing is available
Ior determining levels oI antiarrhythmic medication and management oI epilepsy.
The 1997 acquisition oI the ACCESS Immunoassay System Irom SanoIi Diagnostics Pasteur
substantially increased our special chemistry test menu. The ACCESS includes nearly 60 (50 in
the U.S.) high-sensitivity immunochemistry tests Ior detecting anomalies associated with cancer,
inIertility, cardiac and thyroid conditions, and inIectious diseases. In 1999, the company added
PSA and 1700PSA tests to the platIorm, making it possible Ior men who Iit certain criteria to
Iind out iI a prostate tumor is cancerous or benign without undergoing a biopsy.
In 2001, the company introduced the Access2 Immunoassay System with improved user-
interIace and the ability to handle pediatric samples. The company also introduced a new
troponin I cardiac test, the Iastest, most sensitive test oI its kind on the market. AccuTnI is
especially useIul to determine iI patients have had a heart attack, when they arrive in the
emergency room complaining oI chest pain.
In 2003, the company leap-Irogged the competition in the immunoassay market with the
introduction oI the UniCel DxI 800 Access immunoassay system. It has a Iull menu oI Access-
brand tests plus the highest throughput and lowest maintenance oI any system on the market.
In 2003 and 2004, the company signed a number oI agreements to increase the menu oI
immunoassay tests. As a result oI an agreement with Biosite Incorporated,we manuIacture and
they market/sell an automated test Ior BNP on our installed base oI systems. Agreements have
also been signed with Hycor Biomedical Inc., Bio-Rad Laboratories, R&D Systems and R&D
Antibodies.
Hematology
Every day, in thousands oI labs around the world, Beckman
Coulter hematology systems work to detect blood cell
abnormalities, helping physicians prevent, diagnose and manage
disease through blood cell analysis. These systems are oIten
used to perIorm medicine`s most requested test the complete
blood count (CBC). The COULTER LH 750 series
hematology systems serve the need Ior large volume testing in
hospital and reIerence laboratories. Introduced in November oI 2003, the new COULTER LH
500 hematology system is designed to Iill the needs oI the mid-range market. The COULTER
AcT Series oI hematology systems are specially conIigured Ior use in emergency rooms,
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physicians` oIIices and group medical practices, where the volume is low and single samples are
oIten processed.

iomedical Research usiness

Centrifugation & Instrument systems
Beckman Coulter is the world`s leading supplier oI
centriIuges and the technological leader in
ultracentriIugation. Ongoing innovations in drive
systems, cooling systems and rotor design keep our
benchtop, high perIormance and ultracentriIuges on
the cutting edge oI this sample separation
technology. Beckman Coulter`s lines oI
centriIugation products include the Avanti series
high perIormance centriIuges, Optima
ultracentriIuges and Allegra brand oI bench top
microIuges.
Besides centriIuges, Beckman Coulter has long
been a supplier oI general-purpose analytical
systems Ior biological research. A leader in optics
and detection methods, the company`s reputation in capillary electrophoresis, spectrophotometry,
scintillation counting, liquid chromatography and electrochemistry is renowned. In 2003, the
company introduced a suite oI products under the ProteomeLab initiative. The Proteome PF2D
Ior protein Iractionation and PA800 Ior protein characterization.
Robotic Automation & Genetic Analysis
Robotic Automation
In 1986, the company introduced the Biomek 1000
automated workstation. Soon the Biomek System was
pegged as the preIerred sample preparation tool Ior
genetic studies. Today, the Biomek 2000, 3000, NX and
FX workstations are dramatically increasing the speed
and capabilities oI pharmaceutical, biotechnology and
clinical research.
Beckman`s acquisition oI the lab robotics division oI Sagian, Inc. in late 1996, gave the company
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a product oIIering in high-throughput drug screening Ior pharmaceutical Iirms engaged in the
race Ior new drugs. The SAGIAN Core systems helps biotechnology/pharmaceutical Iirms cut
new drug time-to-market signiIicantly, by processing assays 24-hours a day with tremendous
speed and accuracy.
Today, one oI the company`s strategies in robotic automation is to enlarge the number oI
chemistries that run on its automation platIorms. The company has signed distribution
agreements with Promega and XTRANA Ior various DNA and cell analysis products that can be
automated on Beckman Coulter systems. The company is also automating DNA, SNP and
protein analysis through collaboration with Orchid, Promega, Third Wave, Sequenom, Ciphergen
and Qiagen.
One oI the newest chemistry products Ior use on the Biomek system is the ProteomeLab A
2
MicroArray system. This is an 'array within an array that allows researchers to do multiplex
testing, getting up to 10,000 test results in one microtiter plate.
Genetic Analysis
One oI the Iirst manuIacturers oI biotechnology
instrumentation, Beckman Coulter today provides specialized
systems Ior protein and DNA analysis. Our scientists are
breaking new ground in sophisticated protein and DNA
chemistries to speed the identiIication sequencing oI these
key molecules.
A pioneer in the automation oI capillary electrophoresis (CE), today, Beckman Coulter has some
oI the most productive chemistries Ior DNA sequencing. In 1998, we introduced a CE-based
DNA sequence r, called the CEQ 2000 DNA Analysis System, designed Ior use by individual
researchers perIorming DNA-based research and drug discovery. The current systems can run
750 bases in only 100 minute out perIorming all competitive instruments in the market segment.
In 2002, the company introduced the CEQ 8000 genetic analysis system Ior broad DNA-based
applications.
Late in 2002, the company acquired a SNP genotyping system Irom Orchid BioSciences Ior ultra
high throughput SNP (mutation) analysis. The product was introduced as the GenomeLab
SNPstream genotyping system in late 2003. It can process Irom 4,500 to 800,000 genotypes a
day.

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CURRENTLY IPLEENTED USINESS TO USINESS STRATEGY

Core Strategy
Beckman Coulter will create value with systems that simpliIy and automate customer processes
to improve productivity as measured by an economic or outcome metric.
Key Supporting Strategies

I. Optimize and Leverage the Core Business

II. Expand Tests and Technologies Around the Biomedical Testing Continuum

III. Target High-Growth Opportunities

asters of Integration

Beckman Coulter products are designed to improve our customers` production and eIIiciency by
integrating into their laboratory processes. Each oI our analytical 'systems includes
instruments, soItware and consumable supplies, such as reagents, chemistries, sample vials, etc.
System purchases include up-Iront 'needs assessments, aIter-sales customer training,
application support and ongoing service.

Leveraging Common Technology

Beckman Coulter serves all oI its customers with a common set oI technical competencies in the
chemistry, engineering and soItware sciences. These core competencies allow our company to
leverage its investment in research and development, while creating a range oI integrated
instrument and reagent systems Ior use in biomedical research, and patient care settings. Also, by
participating in the basic research market, Beckman Coulter gets an early window on new
developments that someday will move Irom the discovery stage into clinical research, eventually
moving into routine patient care.
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Specialty Testing

Specialty testing is oIten conducted in reIerence laboratories and university hospitals. Emerging
technologies Ior diagnostic tests are used Iirst in specialty testing labs beIore they gain FDA
approval Ior routine patient care testing.
Leading the charge against liIe`s most challenging diseases, Beckman Coulter Ieatures a Iull line
oI Ilow cytometry products that use laser technology, optics, electronics and computers to
identiIy and monitor such illnesses as AIDS and leukemia. In Iact, one oI the most common
applications is Ior the presence oI and counting the number oI CD4 T-Cells crucial
inIormation Ior HIV patients.
Applications Ior Coulter Epics and FC 500 lines
oI Ilow cytometry systems range Irom basic medical
research to specialty testing to day-to-day
diagnostics. Basic research and bio-pharma
applications include immunology, cell Iunction and
physiology, cell cycle analysis, molecular biology,
genetics, microbial and plant cell analysis. Clinical
research and patient care applications include among others: CD4 enumeration,
leukemia/lymphoma analysis, stem cell enumeration Ior bone marrow transplants and cross
matching Ior solid organ transplants.
In 2002, the company introduced the Cytomics FC 500
Ilow cytometer with dual laser and Iive color detection Ior
the clinical research market. In 2003, the company added
the FC 500 MPL and CXP versions Ior research and
clinical use, respectively.
In 2004, the company signed an agreement with PointCare Technologies to extend the
company`s role in AIDS monitoring with a small, portable device. We also signed an agreement
with NPE Systems, Inc. Ior additional Ilow cytometry systems Ior the low-end market.
The company strategy is to take its technology and testing capabilities Irom the Patient Care and
medical research business and move them into the Specialty Testing area. Potential candidates
include capillary electrophoresis/DNA sequencing, robotic automation and the MHC Tetramer
technology. A near-term example is the Vidiera product line to be shipped in 2005. This
represents Beckman Coulter`s Iirst entry into the Molecular Pathology testing market. The
Vidiera NsP will be Ior sample preparation and the Vidiera NsD will be Ior genetic analysis
detection.
The company is also pursuing new areas oI testing. In 2004, the company acquired the
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technology Irom InPro Biotechnology Ior BSE (mad cow) testing. The goal is to evaluate the
technology Ior other prion-based tests Ior humans.

Acquisitions, Agreements and Collaborations

Since 1995, the company made eight acquisitions and completed a number oI in-license or
distribution agreements Ior new products and technology. The acquisition oI Coulter, the rights
to the ACCESS Immunoassay System Irom SanoIi Diagnostics Pastuer in April 1997, and the
acquisition oI Hybritech Incorporated in January 1996 have resulted in one oI the broadest
product lines in the 3 ;974 diagnostics (IVD) industry. In diagnostics, Beckman Coulter now
holds top tier market leadership positions in clinical chemistry and hematology, with a solid
position in immunoassay systems. In 2002, the company acquired the assets oI Avocet, a small
company with a device Ior the point-oI-care monitoring oI patients on blood thinners.
In the Biomedical Research areas, the company`s approach going Iorward is to pursue bolt-on
acquisitions and sign distribution agreements that leverage the worldwide inIrastructure. Recent
technology acquisitions include Q3DM, People's Genetics', SNPstream
(Irom Orchid) and Anthos Labtech. Companies with which we have R & D collaborations,
manuIacturing relationships or distribution agreements include:

AIIymetrix

Amersham Pharmacia (GE)

CRi

Ciphergen

Eprogen

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Oncotech

Orchid

Promega

Sequenom

Third Wave

XTRANA

Qiagen

Althea

Research and Development Strategy

Our new product development Ilows Irom three sources: internal R & D programs: external
collaborative eIIorts with academic institutions and technology companies; and techniques that
are generated in customer laboratories. Our long-range research eIIorts are lead by an Advanced
Technology group investigating new innovations Ior use across the range oI biomedical
opportunities, while product development eIIorts are organized in two arenas clinical
diagnostics and biomedical research.



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Advanced Technology

Our eIIorts in the advanced research area take a similar approach to that oI pharmaceutical
companies. We concentrate our eIIorts on a 'virtual advanced technology concept leveraging
R & D investments through collaboration with academia, government institutions and private
industry. With a technology`s viability and Ieasibility determined externally, the internal staII
Iocuses on staging the technology Ior commercial use by the company`s development centers.
Clinical Diagnostics Development
Development work in the clinical diagnostic chemistry area is targeted in Iive areas: clinical
chemistry systems, laboratory automation, hematology, immunodiagnostics and primary care
diagnostics. This covers a wide range oI products Irom Iully automated laboratory systems to
blood analyzers to point-oI-care cancer screening tests.
iomedical Research Development
In biomedical research, Beckman Coulter is pursuing the emerging technology opportunities in
molecular biology and pharmaceutical drug research, while enhancing our already strong product
lines. Currently, our product development activities are divided into three areas: Systems
Biology, Translational Solutions, and CentriIugation / Automation.
R&D Investment
Beckman Coulter is committed to investing in product development to maintain growth in its
markets. In 2003, about 9 oI sales was earmarked Ior R & D. In the overall category oI new
product development, about 70 oI the total R & D investment is made in systems upgrades and
expanding the menu oI tests on already installed instruments. The other 30 is devoted to, 'next
generation systems and new high potential product development.
Our scientists, engineers and support staII are skilled in a broad range oI biomedical science and
engineering disciplines including chemistry: molecular biology: and chemical, electrical,
mechanical, optical and soItware engineering. Consistent with our strategic direction, we are
directing our R& D investment to provide new products Ior the exploding biotechnology and
molecular biology area. Investment is being made speciIically in biorobotics, DNA and protein-
based technologies. In diagnostics, the drive Ior cost containment and lab productivity
enhancements is creating a demand Ior workstation consolidation and automation, where the
company is a recognized leader. Expanding test menus on existing systems is now the priority.
Overall, Beckman Coulter`s R & D is working to expand test capability, increase test throughput
and improve automation oI the total sample-testing process.
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OTTLENECKS CONFRONTED TO THE ARKETING ANAGEENT
DIVISION

Following are the bottlenecks conIronted by the marketing management division oI Beckman
Coulter, Pakistan:

Implementation of Strategies

Beckman coulter, Pakistan do have the same strategies which Beckman Coulter has made Ior its
businesses in Emerging Markets with the Iew customization Ior Pakistan but the problem arises
that there is no proper implementation oI these strategies.

anaging Relationship

The sales people Iace problem in managing long term relation with the buying organization and
oIten blame oI the company policies which delay their response toward the buying organization
and because oI this reason buying organization switch to the alternate brand.

Cross- Functional Teams

One oI the reason oI the delayed response to the buying organization is this that the management
is unable to built cross- Iunctional teams and cross- Iunctional relationship which has reduce the
eIIiciency oI the Beckman Coulter, Pakistan.

Price Sensitivity

Due to the economic condition oI Pakistan the buying organization has become price sensitive
and the demand is elastic, which mean that when there is a given percentage change in price
there is an even larger percentage change in the quantity demanded.

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Competition

As the Multinational National Companies and Local Companies are coming in the research and
diagnostics market the competitive space is becoming populated and the is a very tough
competition which the organization has to Iace.

Services

Beckman Coulter, Pakistan is have problem in managing the Service although the Services is
better as compare to their competitors but still Service can provide an competitive advantage to
the organization iI the reIormulation is done.














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USINESS TO USINESS STRATEGY

Business and marketing strategies are being altered and renewed in a wide range oI companies
by executives in their eIIorts to survive and prosper in an increasingly complex and demanding
business environment.

Key issues underpinning strategic choices are:

Revolution

In many industries, the drivers oI radical, revolutionary change have created most oI the new
wealth over the last decade.

Renewal

To survive, existing companies must innovate with respect to their traditional business models.

Resilience

To capacity Ior continuous reconstruction requires innovation with respect to the organizational
values, processes, and behaviors that systematically Iavor perpetuating the past rather than
innovation Ior renewal.





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Corporate, usiness, and arketing Strategy













Corporate Strategy

Michael Porter, indicates that an eIIective strategy should display these characteristics:

O Unique competitive position Ior the company.
O Activities tailored to strategy.
O Clear trade-oIIs and choices vis-a-vis competitors.
O Competitive advantage arising Irom Iit across activities.
O Sustainability coming Irom the activity system, not the parts.
O Operational eIIectiveness as a given.


Corporate
Business and
Marketing
Strategy
Strategic Direction
Resources
Constraints
Market Knowledge
Opportunities
Threats
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Objectives
Beckman Coulter, Pakistan`s objectives need to be set so that the perIormance oI the enterprise
can be gauged.

Capabilities
It is important that Beckman Coulter Pakistan place a company s strategic Iocus on its
distinctive capabilities.

usiness Composition
Beckman Coulter should deIine the composition oI the business to provide direction Ior both
corporate and marketing strategy design.

Structure, System, and Processes
Beckman Coulter should align its system and processes so that the organization controls and
coordinates the activities oI its various business units and staII Iunctions.

arketing Strategy

The strategic situation analysis phase of the marketing strategy process identifies
market opportunities, defines market segments, evaluates competition, and assesses
the organization's strengths and weaknesses.

arket Targeting and Strategic Positioning
Marketing advantage is inIluenced by several situational Iactors including industry
characteristics, type oI Iirm (e.g., size), extent oI diIIerentiation in buyers needs, and the speciIic
competitive advantage(s) oI the company designing the marketing strategy.

The purpose oI the market targeting strategy is to select the people or organizations that
management wishes to serve in the product-market. When buyers` needs and wants vary, the
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market target is usually one oI more segments oI the product market.
Beckman Coulter, Pakistan have to segment its market according to its customer which are:
O Commercial Business
O Government
O Institiution

arketing Relationship Strategies
Marketing relationship partners may include end user customers, marketing channel members,
suppliers, competitor alliance, and internal teams.
Beckman Coulter Pakistan, have to restructure its sales team and have to equip the sales Iorce
with the knowledge and expertise to built long term relations with the customers.

Planning for New Products
New products are needed to replace old products because oI declining sales and proIits.
Although Beckman Coulter is innovating and creating new product but it has to decrease the gap
oI the transIer oI technology to the emerging markets like Pakistan.











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Segmentation Strategy

Beckman Coulter is dealing with all the Business to Business Customers that are Commercial,
Government and Institutions.
O Beckman Coulter has to Iurther segment the Business market by using
Macrosegmentation.


O They shuld use the use rate to indentiIy the customer in each group.


O They can also use product application as Beckman is dealing with the two major group oI
products that are research and diagnostic business products.

O Beckman Coulter can also use microsegmantation
O The should use value-based strategies which include:

4 Innovative Iocused customers
4 Customer in Iast growing market
4 Customer in highly competitive markets









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Product Strategy

Beckman Coulter has divided its product into two business unit, one is Clinical Diagnostic
Business and the other is Biomedical Research Business.

Clinical Diagnostic usiness

Beckman Coulter provides a systems approach to improving total laboratory productivity. As a
result, our company is a leading global supplier oI systems Ior routine chemistry,
immunodiagnostics and hematology testing. Together these systems provide a productivity
powerhouse that serves 80 oI the patient tubes, about 75 oI a hospital lab`s testing needs and
nearly 100 oI the routinely ordered blood tests.

iomedical Research usiness

Beckman Coulter a wide range oI product which can be use in research laboratories which
include both Institution and Commercial customer











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Services Strategy

Beckman Coulter Pakistan have to use the Gap model to improve its services the model is as
below


CLOSING THE CUSTOER GAPS

Above the center horizontal line in the Figure are the two boxes that correspond to customer
expectations and customer perceptions. Customer perceptions are subjective assessments oI
actual service experiences; customer expectations are the standards oI, or reIerence points Ior,
perIormance against which service experiences are compar

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PROVIDER GAP 1: NOT KNOWING WHAT CUSTOERS EXPECT

Provide gap 1 is the diIIerence between customer expectations oI service and company
understanding oI those expectations. Many reasons exist Ior managers not being aware oI what
customers expect: they may not interact directly with customers, be unwilling to ask about
expectations, or be prepared to address them.

PROVIDER GAP 2: NOT HAVING THE RIGHT SERVICE QUALITY DEIGNS AND
STANDARDS

A recurring theme in service companies is the diIIiculty experienced in translating customers`
expectations into service quality speciIications. These problems are reIlected in provider gap 2,
the diIIerence between company understanding oI customer expectations and development oI
customer-driven service designs and standards. Figure 18.4 shows the key Iactors leading to this
gap.

PROVIDER GAP 3: NOT DELIVERING TO SERVICE STANDARDS

Provider gap 3 is the discrepancy between development oI customer-driven service standards and
actual service perIormance by company employees. Even when guidelines exist Ior perIorming
services well and treating customers correctly, high-quality services perIormance is not a
certainty.

PROVIDER GAP 4: WHEN PROISES DO NOT ATCH PERFORANCE

Provider gap 4 illustrates the diIIerence between service delivery and the service provider`s
external communications. Promises made by a service company through its media advertising,
sales Iorce, and other communications may potentially raise customer expectations that serve as
the standard against which customers assess service quality.

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randing Strategy

Levis need to build a strong brand by using Brand Building Blocks



rand Salience
Brand salience measures awareness oI the brand, Ior example, how oIten and easily the brand is
evoked under various situations or circumstances.
Breadth and Depth oI Awareness. The depth oI brand awareness measures how likely it is Ior a
brand element to come to mind, and the ease with it does so.
The breadth oI brand awareness measures the range oI purchase and usage situations in which
the brand element comes to mind and depends to a large extent on the organization oI brand and
product knowledge in memory.



Intense,
Active loyalty
Intense,
Active loyalty
Positive,
Accessible reactions
Positive,
Accessible reactions
Points oI parity
and diIIerence
Points oI parity
and diIIerence
Deep, broad
Brand awareness
Deep, broad
Brand awareness
Resonance
udgments Feelings
Performance
Imagery
Salience
FIGURE 2-5 Customer-ased rand Equity Pyramid
4. Relationships
What about you and me?
4. Relationships
What about you and me?
3. Response
What about you?
3. Response
What about you?
2. eaning
What are you?
2. eaning
What are you?
1. Identity
Who are you?
1. Identity
Who are you?
Stages of rand
Development
randing Objectives at
Each Stage
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rand Performance
The product itselI is at the heart oI brand equity, because it is the primary inIluence on what
consumers experience with a brand, what they hear about a brand Irom others, and what the Iirm
can tell customers about the brand in their communication.
Brand perIormance describes how well the product or service meets customers` more Iunctional
needs.
Five important types oI attributes and beneIits oIten underlie brand perIormance, as Iollows:
O Primary ingredient and supplementary Ieatures
O Product reliability, durability, and serviceability
O Service eIIectiveness, eIIiciency, and empathy
O Style and design
O Price
How do customers view perIormance? Reliability measures the consistency oI perIormance over
time and Irom purchase to purchase. Durability is the expected economic liIe oI the product, and
serviceability the ease oI repairing the product iI needed.
Service eIIectiveness measures how well the brand satisIies customers` service requirements.
Service eIIiciency describes the speed and responsiveness oI service. Finally, service empathy is
the extent to which service providers are seen as trusting, caring, and having the customer`s
interests in mind.

rand Imagery
The other main type oI brand meaning brand imagery. Brand imagery depends on the extrinsic
properties oI the product or service, including the ways in which the brand attempts to meet
customer`s psychological or social needs.
Many kinds oI intangibles can be linked to a brand, but Iour main ones are:
O User proIiles
O Purchase and usage situations
O Personality and values
O History, heritage, and experiences
Demographic Iactors might include the Iollowing:
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O Gender.
O Age.
O Race.
O Income.
Psychographic Iactors might include attitudes towards liIe, careers, possessions, social issues, or
political institutions; Ior example, a brand user might be seen as iconoclastic or as more
traditional and conservative.

rand udgments
Brand judgments are customers` personal opinions and evaluations oI the brand, which
consumers Iorm by putting together all the diIIerent perIormance and imagery associations.
Brand Quality. Brand attitudes are consumers` overall evaluations oI a brand and oIten Iorm the
basis Ior brand choice.
Brand Credibility. Brand credibility describes the extent to which customers see the brand as
credible in terms oI three dimensions: perceived expertise, trustworthiness, and likeability.
Brand Consideration. Favorable brand attitudes and perceptions oI credibility are important but
not enough iI customers don`t actually consider the brand Ior possible purchase or use.
Brand Superiority. Superiority measures the extent to which customers view the brand as unique
and better than other brands.

rand Feelings
Brand Ieelings are customers` emotional responses and reactions to the brand. Brand Ieelings
also relate to the social currency evoked by the brand.
Researchers have deIined transIormational advertising as advertising designed to change
consumers` perceptions oI the actual usage experience with the product.
The Iollowing are six important types oI brand-building Ieelings.
Warmth: The brand evokes soothing types oI Ieelings and makes consumers Ieel a sense oI calm
or peaceIulness.
Fun: Upbeat types oI Ieelings make consumers Ieel amused, lighthearted, joyous, playIul,
cheerIul, and so on.
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Excitement: The brand makes consumers Ieel energized and that they are experiencing
something special.
Security: The brand produces a Ieeling oI saIety, comIort, and selI-assurance.
Social approval: Consumers Ieel that others look Iavorably on their appearance, behavior, and so
on.
SelI-respect: The brand makes consumers Ieel better about themselves; consumers Ieel a sense oI
pride, accomplishment, or IulIillment.

rand Resource
Brand resonance describes the nature oI this relationship and the extent to which customers Ieel
that they are 'in sync with the brand.
We can break down these two dimensions oI brand resonance into Iour categories:
Behavioral loyalty
Attitudinal attachment
Sense oI community
Active engagement
We can gauge behavioral loyalty in terms oI repeat purchases and the amount or share oI
category volume attributed to the brand, that is, the 'share oI category requirements.
Resonance, however, requires a strong personal attachment.
The brand may also take on broader meaning to the customer by conveying a sense oI
community.
Finally, perhaps the strongest aIIirmation oI brand loyalty occurs when customers are engaged,
or willing to invest time, energy, money, or other resources in the brand beyond those expended
during purchase or consumption oI the brand.
In summary, brand resonance and the relationships consumers have with brands have two
dimensions: Intensity and activity. Intensity measures the strength oI the attitudinal attachment
and sense oI community. Activity tells us how Irequently the consumer buys and uses the brand,
as well as engages in other activities not related to purchase and consumption.
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Pricing Strategy

Price is the one revenue-generating element oI the traditional marketing mix, and price premiums
are among the most important brand equity beneIits oI building a strong brand.
Levis set the prices oI its diIIerent product to build the brand equity and levis adopted Value-
Pricing strategy so that it could satisIy its customer Irom diIIerent market segment.

Setting Prices to uild rand Equity
Choosing a pricing strategy to build brand equity means determining the Iollowing:
O A method Ior setting current prices
O A policy Ior choosing the depth and duration oI promotions and discounts


Value Pricing

The objective oI value pricing is to uncover the right blend oI product quality, product costs, and
product prices that Iully satisIies the needs and wants oI consumers and the proIit targets oI the
Iirm.
In general, an eIIective value-pricing strategy should strike the proper balance among the
Iollowing:
O Product design and delivery
O Product costs
O Product prices

Product design and delivery
The Iirst key is the proper design and delivery oI the product.


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Product Costs
The second key to a successIul value-pricing strategy is to lower costs as much as possible.


Product Prices
The Iinal key to a successIul value-pricing strategy it to understand exactly how much value
consumers perceive in the brand and thus to what extent they will pay a premium over product
costs.
















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RECOENDATIONS

arket Driven Strategy

Beckman should use Market driven Strategies. The underlying logic oI market-driven strategy is
that the market and the customers that Iorm the market should be the starting point in business
strategy Iormulation. Considerable progress has been made in identiIying market-driven
businesses.

Characteristics of arket-Driven Strategies.

A key advantage oI becoming market-oriented is gaining an understanding oI the market and
how it is likely to change In the Iuture.
Characteristics of arket-Driven Strategies

Becoming
Market-Oriented
Achieving
Superior
Performance
Determining
Distinctive
capabilities
Matching
Customer
Value
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ecoming arket-Oriented

A market orientation is a business perspective that makes the customer the Iocal point oI a
company`s total operation.

Becoming market-oriented demands ethical behavior within the organization and with
customers, suppliers, and other stakeholders.

Cross-Functional Coordination

Market-oriented companies are eIIective in getting all business Iunctions working together to
provide superior customer value. Beckman Coulter should have cross Iunctional Coordination to
built long term relationship with the Customers.

Distinctive Capabilities

Beckman Coulter should identiIy organization s distinctive capabilities. 'Capabilities are
complex bundles oI skills and accumulated knowledge, exercised through organizational
processes, that enable Iirms to coordinate activities and make use oI their assets.

Michael Porter indicates that 'the essence oI strategy is in the activities choosing to perIorm
activities diIIerently or to perIorm diIIerent activities than rivals.

Identifying Distinctive Capabilities

Understanding the organizations distinctive capabilities and how they relate to customers` value
requirements are important considerations in marketing strategy design.

A distinctive capability (1) oIIers a disproportionate (higher) contribution to superior customer
!,041

value, or (2) enables an organization to deliver value to customers in a substantially more cost-
eIIective manner.

Types of Capabilities

ClassiIying the organization`s capabilities is useIul in identiIying distinctive capabilities.

This process view oI capabilities highlights the interrelated nature oI organizational processes
and points to several important issues.

The market-driven organization has a clear external Iocus.
Capabilities typically span several business Iunctions, involving teams oI people.

Processes need to be clearly deIined and have identiIiable owners.
InIormation should be shared with all process participants.
Processes are interconnected to other processes and management needs to coordinate the
linkages.

Implications oI these changes include:

O Managing and participating in process-driven organizations create new skills
requirements and challenges.

O Functional organizations require individual skills in inIormation gathering, data analysis,
and external collection.

Process-driven organizations emphasize skills in relationship management, internet
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communication and persuasion, team building, inIormation interpretation, and strategic
reasoning.

Creating Value for Customers

'Customer value is the outcome oI a process that begins with a business strategy anchored in a
deep understanding oI customer needs.

Providing Value to Customers

As discussed earlier, the organization`s distinctive capabilities are used to deliver value by
diIIerentiating the product oIIer, oIIering lower prices relative to competing brands, or a
combination oI lower cost and diIIerentiation.

Value Initiatives

Strong progress was reported in the Iollowing areas:

O Analyzing customer needs and instilling customer-Iocused behavior in Irontline
employees (70 percent or more);
O Analyzing target markets and boosting service quality (60 to 70 percent);
O Using cross-Iunctional teams to develop products and services (about halI);
O Achieving operational excellence (about halI); and
O Innovating (about halI).




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Analyzing Competition

Competitor analysis considers the companies and brands that compete in the product-market oI
interest. Competition oIten includes more than the Iirms that are considered to be direct
competitors.

The industry identiIication is based on product similarity, location at the same level in the value
chain (e.g., manuIacturer, distributor, dealers), and geographical scope. The industry analysis
considers:

O Industry size, growth, and composition.
O Typical marketing practices.
O Industry changes that are anticipated (e.g., consolidation trends).
O Industry strengths and weaknesses.
O Strategic alliances among competitors.

Analysis of the Value-Added Chain
The study oI supplier and distribution channels is important in understanding and serving
product-markets.









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Competitive Forces
Michael porter`s Iive competitive Iorces that impact industry perIormance:

1. Rivalry among existing Iirms.
2. Threat oI new entrants.
3. Threat oI substitute products.
4. Bargaining power oI suppliers.
5. Bargaining power oI buyers.








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STRATEGIC IPLICATION

Aligning Structure and Processes

II Beckman Coulter Pakistan want to become market driven then it may require changing the
design oI the organization, placing more emphasis on cross-Iunctional processes. Market
orientation and process capabilities require cross-Iunctional coordination and involvement.

Technology Diversity and Uncertainty

The impact oI technology on business may also be underestimated.
The skills and vision required to decide which radical innovation opportunities can be
successIully commercialized will be extremely demanding, and the risks oI Iailure will be high.

A Comprehensive Approach to Improving Implementation

One comprehensive way to deal with diIIiculty in the implementation oI the marketing plan is to
employ the balanced scorecard method.
(1) The Iinancial perspective; (2) the customer; (3) internal business processes; and (4) learning
and growth.

Internal Strategy-Structure Fit

It is important that the organization`s competitive and marketing strategy be compatible with the
internal structure oI the business and its policies, procedures, and resources.

Adaptation in the alanced Scorecard

II the balanced scorecard approach is used in conjunction with a market orientation, some
modiIication may be necessary. The balanced scorecard advocated measures oI perIormance
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across Iour main areas, which should remain in balance. However, many companies seeking a
market orientation do so through emphasis on a particular core competency.

Customer Relationship anagement

Recall that the widespread adoption oI customer relationship management (CRM) systems to
integrate all customer data Irom diIIerent sources, in combination with electronic point-oI-sale
customer data capture, oIIers several new and powerIul resources Ior strategic evaluation and
control.

Obtain and Analyze Information

Normally, inIormation Ialls into two categories: (1) inIormation regularly supplied to marketing
management Irom internal and external sources, and (2) inIormation obtained as needed Ior a
particular problem or situation.
Several types oI inIormation may be needed by management. InIormation Ior strategic planning
and evaluation can be obtained Irom these sources:
The internal inIormation system is the backbone oI any strategic evaluation program.
Standardized inIormation services are available by subscription or on a one-time basis, oIten at a
Iraction oI the cost oI preparing such inIormation Ior a single Iirm.
Marketing managers may require special research studies. A study oI distributor opinions
concerning a manuIacturer`s services is an example.
The Iirm`s strategic intelligence system is concerned with monitoring and Iorecasting external,
uncontrollable Iactors that inIluence the Iirm`s product-markets.




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REFERENCES

ooks:
Business Marketing Management: B2B, by Michael D. Hutt, 10
th
edition
Strategic Marketing, by David W. Cravens/Nigel Piercy, 9
th
edition
Websites:
http://www.beckmancoulter.co.jp/company/Beckman2006AR.pdI
http://www.marketing.org.au/?imhOLQLXYtU8&tjZS6ngCVPug
https://www.beckmancoulter.com/wsrportal/wsr/company/about-us/corporate-
overview/index.htm
https://www.beckmancoulter.com/wsrportal/wsr/company/about-us/our-history/index.htm