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For many global technology-intensive companies, product/service integration presents a complex array of new strategic approaches to competitive markets. In General Electric, for example, medical systems have been historically focused on product-centric strategies with service as a follow-on, primarily conceptualized as a cost center. Now, opportunities exist for General Electric to not only sell and service their own medical systems but to integrate product/service strategies that combine the two in a strategically synergistic way. In addition, they have the opportunity to market competitors'' products and services and to provide complete product/service integration packages around them. These strategic alternatives represent a completely different set of choices to those of simple product-centric or service-centric strategies. Managers have a difficult time dealing with the strategic choices surrounding product/service integration, so marketing planning for these integrated strategies needs a significant input of the new concepts, tools and processes presented in this case. This case can be used in conjunction with Building Fast New Product Adoption Rates in Complex market Chains: Creative Strategic Leverage, product ''9B00A028''.