Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 3 March 2020
Length: 21 pages
Data source: Published sources
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https://casecent.re/p/169817
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Abstract
In late 2017, Kate Ryder, the founder and CEO of digital women's health telemedicine company Maven Clinic, faced an important decision. Maven offered both a direct to consumer (D2C) product that anyone could use to book virtual appointments with health practitioners across a range of services and specialties for a fee, and an enterprise product - the Maven Family Benefits platform - which it sold to large employers as an employee benefit. Since founding Maven in 2014, Ryder had believed that the way to achieve true impact and scale is to work within that system, but the most effective strategy for pursuing enterprise customers was an open question. She considered her options.
About
Abstract
In late 2017, Kate Ryder, the founder and CEO of digital women's health telemedicine company Maven Clinic, faced an important decision. Maven offered both a direct to consumer (D2C) product that anyone could use to book virtual appointments with health practitioners across a range of services and specialties for a fee, and an enterprise product - the Maven Family Benefits platform - which it sold to large employers as an employee benefit. Since founding Maven in 2014, Ryder had believed that the way to achieve true impact and scale is to work within that system, but the most effective strategy for pursuing enterprise customers was an open question. She considered her options.